Tchernavia Montgomery is executive director of Charlotte-based health nonprofit Care Ring.

Daily, employees of Care Ring coach our patients on the importance of ensuring they receive an annual health assessment from a primary care provider.

Especially in light of the population we serve (low-income, uninsured, mostly persons of color), we understand the stark health disparities that exist and the necessity of preventative care. Now in the “recovery” phase of the COVID-19 pandemic, organizations like ours are reassessing their own health, both fiscally and culturally. The impact of how and even if we are able to continue to serve is a question we are actively pondering.

From a presentation titled “Emerging Threats to the Nonprofit Sector,” authored by Brian Collier, Executive Vice President with the Foundation for the Carolinas, it is noted that, “the ability of the nonprofit sector to act has never been more imperiled.” However, a nonprofit’s ability amidst this heightened need has never been more challenging.

Last fiscal year, Care Ring had a nearly 30% increase in patients served. While we operate a non-profit organization, like other small businesses, we are not sheltered from the massive market forces which have made a remarkable impression on our sustainability. Increased costs, labor shortages, decreases in public engagement, and an emotionally strained workforce that remained on the “front lines” during our generation’s most detrimental public health crisis has created deficits that we must acknowledge.

As funders like the FFTC assess their ability to evolve how they extend their support, we as organizational leaders must also transparently examine our own health. Just as early detection is key for our patients, we too must transparently practice what we preach.

Dignity: While the questions of how and if remain top of mind as I lead our organization forward in uncharted waters, the question of why is more significant than ever. Each time, I return to one simple response: it’s our people. It’s those that we serve, but it’s also those who do the work.

Like many other nonprofit leaders in our community, I am disheartened with the realization that some of our employees or their families technically qualify for many of the services offered in the community. “Service is the rent you pay for room on this earth,” wrote Shirley Chisholm. But with rent costs in our community having risen over 17% year-over-year and inflation, is a career in the non-profit industry a sustainable living? Are we taking care of our caregivers?

For that reason, we embarked on a stringent salary assessment, resulting in a minimum wage increase to $18 for our entire staff. Not only does this provide them with a more dignified living, it recognizes the sacrifices they make day after day for our patients.

Equity: As a leader of color in my role, I must not avoid this critical conversation. The pandemic also spotlighted issues of diversity, equity and inclusion within our community, resulting in various forms of social outcry and unrest.

From COVID-19 related cases and/or deaths, to our continued maternal child health plight, people of color continue to experience heightened impacts and disproportionate burdens compared to other races and ethnicities. Again, examining ourselves from the inside out, we launched our DE&I strategic plan with Chrystal Joy, of The Lee Institute.

Yes – an organization that serves mostly people of color STILL must unpack the impacts of external forces on our own internal culture. We assessed our employees’ sense of belonging, defined equity, are obtaining stakeholder reflections, and are now realigning those findings into our current strategic plan. We also have diversified our board of directors, which now more mirrors those we serve. DE&I is not a box that is simply to be checked, but rather a thoughtful and meaningful exercise that engages all in the experience of acknowledgment of self and others.

Re-imagination: T'is wise to fundraise on strength, rather than deficit. And to whomever is reading this, know that our greatest strength and asset is invaluable - our people who bring with them to each of their roles their talent, creativity, and above all, their willingness to serve.

Still within the scope of our mission, programming looks different at Care Ring. We’ve served the homeless population. We’ve partnered with non-traditional organizations, such as Freedom Fighting Missionaries who serve the justice-impacted.

We’ve experimented with new technology. The list of our self-imposed re-imagination is thoughtful and the opportunities it’s presented for us to serve differently and better is unlimited. But this can only be accomplished should we be willing to refuse to rest on the laurels of days past. If our patients and those we serve have been forced to evolve to meet new conditions and pressures, so must we.

Nonprofits must stay relevant in the spaces they inhabit, steadily compelling the public towards our vision for a healthier community for all.

Introspective self-examinations are often uncomfortable and invasive, especially for tenured leaders. But my hope is that with the support of our community, funders, and stakeholders, we can safely meet an anticipated economic recession head on.

Together, we can meet loss with all we’ve gained, and match threat with opportunity. To the reader, support your local nonprofits who often do more with less with gifts of your time, your talents, and your treasure. As we assess our weaknesses in preparation for hardships ahead, be our strength. Match our purpose, passion, and resilience with your own, for while there is value in the how, the why in our continued need for existence will always supersede.

Tchernavia Montgomery is executive director of Charlotte-based Care Ring.

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