Monthly check-in 8: Bus-proofing & sustainability strategy

"Bus-proofing" & sustainability strategy

Why is this important?

"Bus-proofing" ensures your organization can continue operating if key people suddenly become unavailable (the term imagines someone getting hit by a bus). Combined with sustainability planning, this protects your nonprofit from both sudden disruptions and gradual organizational drift.

Strong bus-proofing prevents single points of failure that could paralyze your operations. Sustainability strategy ensures your organization adapts and thrives over time through funding changes, staff transitions, and evolving external conditions.

Getting Started

Identify your single points of failure:

• Critical tasks only one person knows how to do
• Key relationships tied to specific individuals
• Passwords, accounts, or systems controlled by one person
• Institutional knowledge that exists only in someone's head

Common vulnerable areas in small nonprofits:

• Donor relationships managed by the founder alone
• Financial systems and bank access
• Grant writing and reporting processes
• Board communications and meeting facilitation
• Website and social media management
• Vendor relationships and contracts

Creating your bus-proofing strategy

Document critical processes:
Write step-by-step procedures for essential tasks. Include login credentials, contact information, and decision-making protocols. Store these in an accessible shared location.

Establish backup systems:
Ensure at least two people can handle each critical function. Cross-train staff on essential responsibilities. Create deputy roles for key leadership positions.

Build organizational memory:
Maintain records of decisions, lessons learned, and relationship histories. Document why certain approaches were chosen, not just what was done.

Plan for succession:
Identify potential successors for key roles. Create transition plans that include relationship transfers and knowledge handoffs.

RACI matrix basics
A RACI matrix clarifies who does what for each important process. For each task, assign roles:

• Responsible: Who actually does the work
• Accountable: Who ensures it gets done correctly (usually one person)
• Consulted: Who provides input or expertise
• Informed: Who needs to know the outcome

This prevents confusion about ownership and ensures backup coverage for critical functions.

Building long-term sustainability

Diversify your foundation:
Spread funding across multiple sources. Develop various revenue streams. Build relationships beyond your core team.

Create adaptive capacity:
Design flexible systems that can evolve. Build skills across your team rather than concentrating expertise. Establish regular review processes for strategy and operations.

Strengthen governance:
Develop board oversight of risk management. Create clear policies for major decisions. Establish regular evaluation of organizational health.

Milestones

Aim to complete these before your next monthly check-in:

✔️ RACI matrix drafted
✔️ Single points of failure identified - List areas where only one person handles essential tasks, relationships, or knowledge

(Optional) Further outcomes

Consider completing these throughout the program:

✔️ Common procedures written up as numbered sequences of steps - Document your most important processes so others can follow them
✔️ Backup coverage established - Ensure at least one other person can handle each critical function in your organization

Next up: HR systems & hiring

When setting up a nonprofit, establishing strong HR systems and hiring processes is crucial to attract, manage, and retain the right talent needed to fulfill the organization’s mission.

See the HR systems & hiring worksheet here.