Six Steps to Pivoting in a Crisis

Whitney Plantation is Louisiana’s only museum devoted to telling the story of slavery. When President Trump began rolling back DEI Initiatives and clamping down on federal grant spending, the nonprofit’s executive director, Ashley Rogers, immediately started sorting through Trump’s executive orders to determine what directly affected the museum and how the organization’s approach might have to adapt.

“Museums went harder under Trump’s first term, saying, ‘No, we’re telling inclusive narratives. This is the work,’” Rogers told NPQ. “Now it’s like people are being forced not to talk about them.”

Keeping track of history as it unfolds is key to studying it in the future and understanding the harm taking place.

The museum was only open for two years when Trump took office for the first time. As a new attraction, its visitorship increased steadily during that time, rising from 57,000 to just over 106,000. Rogers noted that public discourse at that moment included a lot of resistance and opposition to Trump’s rhetoric.

“People felt like we were helping them understand their present moment,” she said.

New Funding Sources, Same Mission

Today, nonprofits focusing on education, history, and culture are facing increased censorship as their funding comes under attack. Rogers lamented how, under the new Trump administration’s DEI policies, entire grant programs have been canceled—and Whitney Plantation has been directly affected by one such cancellation: the Underrepresented Communities Grant. The grant is meant to diversify the National Register of Historic Places; its removal is a big loss for the museum.

As a leader in the industry, Rogers has taken on the responsibility of documenting what’s happening in real time and encourages others to do the same. She recognizes that keeping track of history as it unfolds is key to studying it in the future and understanding the harm taking place.

To protect Whitney Plantation’s mission and viability, Rogers is thinking creatively about how to pivot toward new funding sources. The organization’s past reliance on grants from the independent federal agency, the Institute of Museum and Library Services, is a big concern for Rogers.

She’s now shifting focus toward contributions from major donors and gifts from smaller family foundations, but she intends to keep the mission of Whitney Plantation unwavering through the chaos.

“Do not—do not—give in,” said Rogers. “People are looking for people, for organizations, to be steadfast.”

Adapting on the Fly

In times of crisis, some nonprofits are compelled to shift not just their funding sources but their actual missions. When the COVID-19 pandemic hit, HandsOn New Orleans, a volunteer clearinghouse, became a meal delivery hub. Executive Director Cris Cameron remembers the call that changed everything.

“The mayor called: ‘World Central Kitchen is deploying—they can prepare and truck frozen meals to a central location, but they can’t deliver.’” Cameron recounted to NPQ. “So, HandsOn New Orleans was tasked with taking on the city’s special-needs registration list—the same list used for hurricane evacuations.”

“Do not give in. People are looking for people—for organizations—to be steadfast.”

The pandemic shutdown had left HandsOn New Orleans without access to corporate partnerships, its bread and butter. The mayor’s request then became a funding lifeline, which made Cameron’s answer an easy yes.

At first, it was about simple logistics—getting meals to people who needed them. What started out with deliveries to 90 people in the first week quickly ballooned. HandsOn New Orleans ultimately ended up serving almost 37,000 meals per week.

And it turned out that many of the people on the list were seniors who weren’t just hungry; they were alone. Seventy-five percent of the people HandsOn New Orleans served were aging in place (staying in their homes and communities), and 35 percent had no personal support at all. The volunteers who delivered food quickly became more than simple couriers. They were friends.

Volunteers started requesting the same delivery routes every week. They weren’t just dropping off meals; they were checking in. Phone-a-Senior, a joint project of HandsOn New Orleans, Entergy, and United Way of Southeast Louisiana, was a program meant to confirm deliveries, but it became a literal lifeline. If a senior mentioned a health concern or an issue at home, volunteers would escalate it to city officials.

“Pick the disaster lane. Pick a lane for your community that’s going to be helpful to the people you’re serving.”

As pandemic restrictions were lifted, people continued cultivating their connections. Volunteers baked brownies, sat on porches, and lingered to chat. What started as emergency food relief turned into something more—real human connection.

Ultimately, the program lasted over two years, much longer than originally planned. In those early meetings, the team had tried to set boundaries and define when the work would end. But the need kept growing, and HandsOn New Orleans kept showing up. It was only when DoorDash secured a grant to take over meal deliveries that they could step back.

Looking back on what he would do differently, Cameron offered the following advice: “Clear your end date. Know when you need to get out and let survivors know. And pick the disaster lane. Pick a lane for your community that’s going to be helpful to the people you’re serving.”

He recommends using the blue-sky phase of the disaster management cycle—the calm period before a disaster strikes—to think about and plan how your organization can best serve its community during a crisis.

Pivot Without Losing Sight of Your Mission

Historically, nonprofits have weathered crises of all kinds. From families being separated at the Mexican border to natural disasters like the California wildfires accelerated by climate change. No matter what your organization is facing, there are six things to consider when deciding if, when, and how to pivot:

1. Assess immediate needs versus your mission: Before making changes, evaluate whether the crisis directly impacts your mission or if a temporary pivot might better meet urgent community needs.
2. Leverage your strengths: Identify how your organization’s existing infrastructure, expertise, and networks can be repurposed to respond effectively.
3. Diversify funding sources: Explore new revenue opportunities, such as grants from private foundations, corporate partnerships, donor crowdfunding, or alternative earned-income strategies.
4. Establish clear boundaries and exit strategies: Set clear objectives, timelines, and success metrics so you won’t overextend beyond your capacity.
5. Secure flexible partnerships: Strong partnerships with aligned organizations can expand impact.
6. Communicate with stakeholders: Be transparent. Explain why and how the organization is pivoting to help maintain trust, secure buy-in, and manage expectations with funders, staff, and the community you serve.

Crises can be local, regional, national, or global, but they have one thing in common: they demand resilience and adaptability from the organizations working to address them. The most effective pivots aren’t reactive—they are strategic.

“Look for something sustainable. Look for something other orgs aren’t already doing,” advised Cameron. “What’s absent? How can you add to or go with rather than creating your own mission or go it alone?”

Nonprofits are always looking for ways to best serve their communities. By leveraging existing strengths, embracing collaboration, and balancing short-term relief and long-term sustainability, organizations can successfully navigate crises and find new ways to serve, engage, and advocate.

For more on this topic:

How to Navigate a Crisis Like a Pro

Disability Under Trump’s Anti-DEI Agenda

Resiliency Strategies for Nonprofits in Times of Political and Financial Instability