The organization's team, in its pursuit of achieving financial sustainability, needs to develop a realistic list of available resources and the needs related to program implementation and organizational management, and to proceed with activating the following actions:

1- Allocate liquid short-term assets available for expenses.

2- Provide long-term restricted assets for the purpose of spending, including donor-restricted assets that are restricted by time or purpose and subject to endowment spending policies.

3- Calculate endowment levels based on expected spending and expected investment returns and how this will impact the amount of spending policy available for funding operations in the future.

4- Investigate current expenses, such as accounts payable and increasing expenses.

5- Give utmost importance to long-term debts or leases or any other financing, including interest rates, swap agreements, repayment schedules, and payment obligations.

6- Diversify sources of support and revenue and work on securing them in the future.

7- Provide and employ qualified staff and evaluate the required costs, including salaries, continuous training costs, leadership development costs, and consider the availability of services provided on a volunteer basis.

8- Occupancy decisions related to owning or leasing facility locations that are provided to deliver services effectively and efficiently.

9- Use information technology to automate services, communications, and financial reporting.

10- Identify and reassess the organization's goals to maintain the essential mission relevant to the community, considering the successful achievement of previous goals, generational changes, cultural transformations, etc.

11- Community support related to providing qualified board members, funding, and volunteers.

12- Analyze financial inventory compared to the plan that outlines the goals that the organization is working to achieve over three years, reflecting the financial gaps within it.

After conducting an inventory of available resources against the expected short- and long-term mission requirements, the board of directors and management team should meet either to create or reset the organization's strategic plan or to assess risks against the rewards of moving in a new strategic direction as part of this exercise.

The final consensus may hover around adopting more risks and being more creative, including using technology, expansion, downsizing, scaling services, creating new programs, mergers, or forming joint ventures, etc. Furthermore, it may be wise to develop a risk management process that will guide the board and management toward taking risks and diving in.

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