[kara]

A major part of our mission is providing used building materials to the community at low cost and when everything shut down for COVID we had to close our doors for a significant number of weeks. Thankfully, as an essential retail business we were able to pivot and find ways to reopen safely fairly soon during the shutdown – at first only allowing shopping by appointment with one staff member on site, then gradually opening back up with recommended restrictions for staff and customer safety. The PPP loan program saved us and we were able to retain our staff and pay them while we were closed.

[Callum]

It was a real trial by fire, was it not? Many organisations without reserves had to scramble for survival, often relying on bridge loans or aggressive cost-cutting. For those with reserves, the pandemic demonstrated their value as a financial lifeline. What I took away from it is that having money set aside, even a modest amount, is not simply a luxury. It gives an organisation room to respond to unexpected problems without making rushed decisions. That breathing space can be incredibly valuable.

[Quinn]

The pandemic really demonstrated how valuable operating reserves can be when circumstances suddenly change. The stories shared here show that reserves are not only for emergencies; they can give organisations the flexibility to invest in staff, adapt programmes, and make thoughtful decisions under pressure. Using reserves to raise minimum wages is an interesting example because it can address an immediate need while supporting longer-term retention. The wider lesson is that reserves are best built during good times. Having that cushion gives leadership more room to make decisions based on mission rather than simply survival.