2020 Nonprofit Agenda

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N 0 nprofit Agenda

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A year of unique challenges, innovations, valiant actions and everyday heroes.

WASHINGTON F o o t b a l l

Welcome to the Drive-In Movies

Table of Contents

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Message from the CEO

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Inequality: Actions trump words So let’s take the lead

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Cybersecurity in 2021

At the Center, we believe strong nonprots make stronger communities ... and 2020 challenged us all on many new and alarming levels. e nonprots in our region stepped up to meet these challenges, and we worked hard to support communitywide, quick response eorts. Monitoring the serious issues impacting our nation, we collaborated with experts to develop custom programs, solutions, training and resources to help nonprots weather the turmoil and maintain operations. Since 1979, the Center has provided advocacy, education, networking and group buying benets to nonprot organizations throughout Washington, DC, Virginia and Montgomery and Prince George’s Counties in Maryland. We are proud to serve the champions who transform lives and make our communities, our country and our world better for all. 6 Recruit— and keep —top tier talent Ensure the right visionary change agents are at the helm 8 How to plan through uncertainty and be prepared for an unpredictable future 10 Grantwriting: What will funding look like in 2021 13 Connecting with BOTH sides in a divided America 14 Recognizing and learning from EXCELLENCE 18 2020: a year in review 22 ank you!

1666 K Street, NW, Suite 440, Washington, DC 20006 nonprofitadvancement.org

Dear members, partners, supporters and all who play a role in the nonprot sector, On behalf of our Board of Directors and team, I am delighted to share our gratitude for your trust, partnership and overall investment in the Center for Nonprot Advancement. We have grown stronger during this most challenging 41st year in service, and we are just as enthusiastic and excited by all that we are

accomplishing as we were when we opened in 1979. e Center is clear on the ways in which a crisis can impact our region and the importance of strong nonprots in an emergency response. Earlier this year, we began a very targeted and comprehensive focus on what we realized are two pandemics: one —the global health emergency, COVID-19; and two —consistent and deadly racism and inequity. With these unpre- cedented challenges, it was clear that our sector needed us now more now than ever.

In addition to our professional and organizational development programs, customized capacity building, competitive board governance, leadership initiatives, advocacy and many back-oce support services, we made two new deep commitments. rough our multi-year Sector Rebuilding Campaign , we committed to continuous action in support of nonprots in response to the impact of the coronavirus pandemic. We are providing ongoing technical assistance, as well as crisis management capacity building and support for fundraising and strategic alliances and mergers. And through our new Center for Race, Equity, Justice and Inclusion , we are supporting leaders and organizations across government, nonprot, philanthropic and corporate sectors, through DEI capacity building, experiential learning and organizational policy and culture change. rough all of these important eorts, we have remained laser focused on delivering our sector the very best services to ensure the greatest success for our people and communities in need. As we look toward 2021, we remain accountable to you. We appreciate all of your requests, immediate feedback and the opportu- nity to serve each day. Please continue to follow us on all platforms and stay connected. We look forward to all that we’ll continue to accomplish together. Sincerely, Glen O’Gilvie, CAE CEO

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Actions trump words

e year 2020 has challenged us like no other. As we continue to redene the new normal, we must exercise resiliency and passion. Now is the time to be grounded in a culture that acknowledges our roots of racism and inequity. We have an opportunity to grow into a culture of excellence that evolves out of combating comfortable alliances, supercial policies and language that is insensitive to inclusion. We have a new prescription that calls for all of us to wear an Equity Lens born from dual pandemics. We have been challenged to “do the right thing,” and many are searching for what that means. Nonprots, government entities and foundations are called to design equitable and sustainable communities. Action steps on a pathway toward change e only way for our sector to do more is to recognize where and how we have failed to do enough. is starts with a commitment to change by embracing diversity, equity and inclusion. Change starts at the top. Board and leadership must reect the “diversity” that fuels collective action. We must acknowledge the lack of diversity if it exists, create a Board DEI committee to So let’s take the lead

en sur e f undamental change t hroug h g overnance , and make a p ublic co mmi tment to c hange. S trive t o b e a humble a nd vu lnera ble r ole m ode l. A co mplici t le ader will in ject di strust in a n o rganiza tion. M os t im portantl y, make a co mmi tment to c hange a nd b e dir ectly in volved! Embraceyour vulnerabil iyt. Do sm all t hin gs t o b ui ld co nsen sus a round t he va lue o f DEI in y our o rganiza tion. S hare y our exp er ien ce a nd passio n t o b e p art o f t hi s m ovement. En gage in li stenin g ses sio ns w ith y our s ta. C ommi t to p rac ticin g min df ul- nes s and ac t w ith lo ving co mpassio n t o t hos e y ou s er ve and em ploy. Appreci ate t hat o ’ns exp er ien ce i s only o ne exp er ien ce w ith D EI. Cr eate a s afe en vironm ent to s hare a nd le arn b y co mm u- nic ating t houg hts t hroug h a “ r st dra ” f ramework, indic ating t o o ther s t hat your v oice i s s hared w ith vu lner- ability a nd t he desir e t o le arn a nd c hange. Walk t he t alk. Face f orwa rd a nd b e a n o rganiza tion t hat wa lks t he t alk. Summ arize y our li stenin g s es sio ns and s hare w hat you learned w ith f ull t ranspareyn. Ycou m ay b e do ing p ret ty well, but n ot f eel li ke a n exp er t in t hi s s ubject m atter y et. Give y our self a b reak w hi le h oldin g y our self acco un table to b ecome b et ter e duc ated. While many nonprofits may not have a budget for DEI training, associations like the CenfoterrNonprofit Advancement provide a viable partnership. The Center’ s Center for R ac e, E quy,i tJus tice & I ncl us ion wa s cr eated to h elp de velop, im plem ent and s ustain a raci al e qui ty work p lan t han c an b e s caled w ithin y our o rganiza tion.

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the Board DEI committee to build trust and reinforce the value of communication as a cornerstone for success. ese champions should be involved in developing your DEI strategy and instrumental in representing the voice of your organization. ey will monitor blind spots, conduct a cultural audit, and cultivate a DEI culture. Evaluate and communicate ndings. ere are several formal evaluation tools with validated design and methodology to accurately assess organiza- tional change and the impact of your DEI eorts. A commitment to DEI is a process, not an event. e investment in DEI will undoubtably yield a result in greater engagement and job satisfaction! ______________________________________________ Contributing author: Sylisa Lambert-Woodard, EdD, LCSW, LSATP, MAC Center Board Chair and DEI Committee member President and CEO, Pathway Homes, a Center member since 2013

Education is key, and words matter! It is critical that the educational materials come from reliable sources. Lead with a vision for change. Don’t forget your prescriptive equity lens before establish- ing your outcomes for success. Be bold and resolute by calling into existence a clear and transparent commitment to apply an equity lens to your operations. Review your bylaws, vision, mission and values, and reevaluate your HR practices to ensure they communicate, and are committed to DEI. Consider a resolution, declaration or statement that unapologetically communicates a culture committed to reecting these principles publicly and ensure your website reects how you are evolving. Identify champions of diversity for your organization. ese champions should reect the diversity of your nonprot, include leadership, and have an open door to

Center for Race, Equity , Justice and Inclusion As our co un try co ntinues t o face raci al v iolen ce a nd in equi ties, o rganiza tions have s tepped u p t heir f ocus on t ransitionin g f rom di scussio ns t o t aking ac tionable s teps t owa rd ac hie ving r eal change. Subs tantial work i s n eede d t o en sur e t he n onprot and p hi lanthropy s ectors a re e quipped t o de velop, implem ent and s ustain a raci al e qui ty w orkplan t hat supports a ll nonprots, especi ally t hos e le d b y le ader s o f cr.o lo To support these efforts, the Center launched a large-scale initiative—the Center for Race, Equity , Justice and Inclusion (REJI). Drawing together leader s f rom acr os s g overnm ent, n onprot, p hi lanthropy a nd co mm erci al sectors, t hi s “Center w ithin a C enter” co nsists o f  ve p illars:  Research  Cross Sector Collaboration  Advocacy  Experiential Learning  Capacity Building A cross sector group of over 100 leaders from our region joined the inaugural convening on July 15. Panel discussions focused on the journeys of leaders of color, as well as key issues impacting organizations and communities. e Center initiated training opportunities, including several classes and an 8-part course: Nonprot Leadership Series for Black Professionals . Sixty-six participants, including top executives, senior leaders, managers, service coordinators and even a board member, from a variety of organizations, learned how to enhance and advance their leadership skills. e Center also created an online warehouse of helpful and informative tools, and has commissioned and completed its rst research study in the region. We encourage you to learn more about this initiative and what’s next.

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CYBERSECURITY in 2021

Cybersecurity. It may not be a delightful, feel-good topic ... but there’s no rule that says it has to leave you fearful and confused! is article touches on why cybersecurity deserves your attention, factors that are increasing vulnerability to cyberattacks right now, and a few steps nonprots can take toward better security and peace of mind. As a nonprot leader, you’re probably well aware that cybersecurity is an area of increasing concern. But maybe you’re not sure how much of a risk it poses for your nonprot, or what you should be doing about it. If you’re still under the illusion that cybersecurity is something you can ignore or keep on your “we’ll get to that some- day” list, let me set the record straight. Myth: Nonprots are less vulnerable or less desirable targets for hackers because their data is less valuable —and who would be so mean as to attack a nonprot? Fact: Security breaches happen to nonprots regularly. Your nonprot keeps sensitive data like addresses, birth dates and nancial information about the people you serve—and if you’re like many others, you under-invest in security. at makes you an easy target and a stepping stone to bigger targets like foundations and government agencies. And hackers are oen acting for prot. ey don’t care about your mission. Devastating consequences e costs of a security breach can be crippling—and not just in dollars. Although one report estimated that ransomware victims paid an average of $6,000, that does

not begin to take into account the cost of the disruption to your business and the reputational harm you might suer as a result of a breach. If you suddenly lost access to your data or had all your les deleted, that could bring your programs and services to a halt until you were able to restore everything. If constituent data was compro- mised, what would that do to your reputation—not to mention the harm it might cause to people you serve? And in the midst of a pandemic, civil unrest and natural disasters, the stakes are even higher. Current events add fuel to the fire e COVID-19 pandemic has many nonprot sta working from home. Some of the security risks that emerge along with a distributed, home-based workforce include the following:  Personal use of work computers comes with a greater likelihood of visiting malicious websites and down- loading harmful applications.  Home networks and personal devices provide less organizational control of security measures, such as rewalls, antivirus and antimalware, and screen locks.  IT professionals are stretched thin, trying to support a nonstandard eet of devices and environments from a distance.  Sta are learning and experimenting with new chan- nels for communication and collaboration, some of which are unsanctioned and lacking in enterprise security features. Add illness, grief, hurricanes, forest res, injustice, uprising, and a divisive election to the mix, and you have a scenario in which people are stressed out, spread thin, prone to mistakes, and tempted to take shortcuts around security measures.

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Organizations are particularly vulnerable at this time. Bad actors are out there trying to exploit the situation. What I nd most despicable is the way they play on people’s fears, such as tricking people into downloading malware that will supposedly reveal which of their contacts is infected with the coronavirus. But we don’t have to throw up our hands and surrender. 3 steps toward practical security What should you do to keep your organization safe? You don’t have to become a cybersecurity expert, but you will need to understand how attacks happen and what your risks are. Here are three ways to protect your organization. 1. Practices – Provide security awareness training for your sta, clients and volunteers who might have access to your systems. Help them learn to spot phishing attempts and encourage them to use password vaults. 2. Policies – Take a fresh look at your technology policies, including the guidelines you issue and the rules you enforce through technology, such as password length and complexity or authentication procedures. 3. Technology Solutions - Keep logins safe, centralize monitoring, and set up alerts on suspicious login attempts. Promptly apply patches, preferably through remote management and monitoring tools. Other

Get comfortable with the basics

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technologies like mobile device management, data loss prevention tools, encryption, and network controls are also important. Your IT sta or consultant can advise you on the details. Remember the most eective cybersecurity approaches always start with people. Your sta are your rst and best line of defense! Hackers are looking for the easiest targets they can nd. at means even small steps can make a dierence and decrease your risk. Perfect security is impossible, but practical security is possible even for the tiniest nonprot with the least resources. So, don’t wait! ere’s no better time than NOW to improve your nonprot’s cybersecurity. ______________________________________________ Contributing author: Karen Graham Managing Director of Education and Outreach Tech Impact , a Center Industry Expert and nonprot that connects technology with social change. course from T ech Impact . It will help you evaluate your organization's current risks and vulnerabilities, and walk you through the best ways to protect your nonprofit from cybersecurity threats.

Helpful resources for nonprofits  What Nonprots Need to KnowAbout Security: APractical Guide toManaging Risk  Spiceworks Security Forum  Security Awareness Training Resources from KnowBe4  IT Security Case Study: Prospect Park Alliance  Nonprot Technology PolicyWorkbook

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Ensure you have the right visionary change agents at the helm Recruit— and keep —top tier talent

3. Build your search committee strategically Start o right by including key stakeholders whose participation in the hiring process will keep them invested in the new leader’s success. A Search Committee typically consists of a subset of the board, community partners, key constituents and/or major donors.  Keep it small: ere is no magic number, but ve to seven works well. Choose people who play well with others, are known for discretion, and reliably attend meetings.  Keep it odd: You’ll be happy for the tie breaker.  Keep it diverse: Choose people who can advocate for dierent constituents within your organization. Whoever you hire will need to represent them all.  Keep it organized: Outline who will ask what to avoid overlap and ensure all questions are covered. 4. Craft your job description thoughtfully A job description is an ocial board document by which the incoming leaders will be setting their goals and against which they will be assessed. If done right, it becomes a living document, updated over the term of the executive. Times of uncertainty can be windows of opportunity, and COVID has certainly created some new and unforeseen challenges. For some nonprots, this has meant a dierent skillset is now needed at the top. Many boards are considering hiring ‘wartime chiefs’ at the C-suite level to reconstitute strategic plans, assess talent and organizational structure, and engage the donor base.

To ll critical leadership positions, some nonprots choose to handle the search and hiring process internally, while others elect to work with an executive search rm. A rm can help you move quickly to meet the immediate needs of your organization, while also connecting you to the right leader—not just for the moment, but also for the foreseeable future. A good rm should do a deep dive into your organizational needs and culture, recruit exceptional candidates, facilitate the interview process, and help negotiate the oer. For a successful search, there are steps leadership can and should be taking at each stage of the process—regardless of whether you work with a rm or not—to lay the groundwork for the best possible outcome. 1. View yourself as a buyer and a seller Top talent will always have options. Expect strategic leaders to be strategic about their career paths, and exceptional organizational advocates to be erce negotiators for themselves. To attract the best and brightest, ready your- self for an interview process that will be going both ways. 2. Keep it confidential Nothing sinks a search faster than informally checking on candidates. It can cost them their current jobs, and word gets out fast that it is not a good bet to express interest in your organization’s job.

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 Play Fair —e strongest candidates emerge when everyone faces the exact same vetting process. Consider investing in implicit bias training and make sure to interview a diverse pool of candidates that bring a broad range of professional and lived experience, fresh ideas, and new perspectives to the role.  Be transparent —Leave time at the end of each interview for candidates to ask questions and be clear about the challenges your organization is facing. Now is the time to assess whether they can handle them.  Play Nice —If you know you won’t be moving a candidate forward, let them know. If done well, you’ll have turned an awkward conversation into a new connec- tion.  Debrief —Aer every interview, debrief with the team immediately. Discuss what was learned and determine if there are any follow up questions. ______________________________________________ Contributingauthor: Debbie K atz Search Specialist DRG Talent Advisory Group , a Center Industry Expert that partners with nonprofit clients to identify , attract, and nurture innovative, diverse talent for their organizations.

Many nonprots nd it’s easier and more eective to bring in professionals. Putting together a good job description takes considerable time and expertise, and a neutral party frees people to discuss organizational pain points without repercussions. 5. Interview with empathy While there’s no one-size-ts-all interview process, there are a few best practices that will help you connect with candidates and that can be incorporated into whatever structure makes sense for your organization. The job description also serves as:  An opportunity to make sta feel heard, a touch point for major donors, and a time to reassess current priorities and future goals. Reach out to a wide range of constituents and listen carefully.  A marketing piece that includes what the job oers. Will the candidate have the opportunity to set the vision and build a team? Cra a narrative that both rings true and attracts top talent.

How to plan through uncertainty and be prepared for an unpredicatable future

If 2020 has taught us anything, it’s that organizations can have a thoughtful strategy underway and unforeseen circumstances can erase that plan like a whiteboard aer a brainstorm. We talk about being agile—“the pivot” has become ubiquitous—but adjusting course is easier said than done. For organizations providing programs that communities have come to rely on, stability is crucial. When your mission requires a steady, long-term commitment to mission, running at whatever seems most urgent in the moment can derail the pursuit of your vision—and yet, so could being unprepared for a crisis. So, as we look toward 2021, how can we strengthen sustainability and be ready to meet unpredictable challenges? Stick to your vision and values New opportunities should not shake your core. ey should, however, challenge your organization to look inward to question whether your people and programs are aligned around a clear set of values. Authenticity is important. Following the death of George Floyd and Breonna Taylor earlier this year, the outcry for racial justice pressured many organizations to issue statements of support. Some quickly added “racial equity” to their list of principles. Unfortunately, words alone will not address the structural inequities underlying the political and social unrest charging our country with change. A more genuine response would be to look at your organization’s current set of values and ask how equity can be centered through- out these guiding priorities. For example, many nonprots name community as a core value. In an eort to advance equity, your organization could explore who you dene as your community. Whose voices are heard, and how can you amplify the voices that have been silenced or ignored? Stay nimble While every year may not present as many challenges as 2020, organizations must be ready for anything. From social media platforms that are constantly shiing the way organizations communicate and fundraise to social movements that shi the Overton window of what’s possible, we traditionally use strategic planning processes to chart a clear course for the future.

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Many strategic plans, however, are responsive in their scans of the environment—looking to what has happened or is currently happening for guidance. Becoming proactive and embracing uncertainty will not only future-proof these plans, but will also better position organizations to seize opportunities for growth. Scenario planning is one way to guide a team through a process of framing the big uncertainties your organization is facing. ese could be environmental (“How will the outcome of the election impact our work? Could there be a second wave of COVID?) or organizational (“Will our largest grant be renewed?”). ese questions form scenarios that the team works through to determine how it could respond to each set of circumstances. Considering the strengths and risks of each possible future will better prepare your organization to respond in the moment, when tensions are high. Plus, exercising this more deliberate approach to problem solving will equip your organization to respond to scenarios you haven’t predicted. Invest in your number one resource Organizations are made up of people, and their mindset matters. Most of us working in the social sector are driven by both the mission we serve and the prospect of solving big problems in new ways. Cultivating a growth mindset throughout the organization will appeal to this desire,

while developing the capacity to embrace new technolo- gies, view market shis as new frontiers, and constantly look for the gaps between and the intersections amongst issues as opportunities. Successful organizations encourage forward thinking and give their teams space to reframe challenges and ask, “How could we be doing this better?” Because the best organizations don’t wait for a crisis to test them, they ask questions when things are going well and are always thinking one step ahead. ______________________________________________ Contributing author: Britt Hogue Principal The Collective Good , a Center Industry Expert that helps organizations navigate strategy and operations to maximize and sustain impact.

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What will funding look like in 2021

Based on Elevate’s expertise as a grant writing rm supporting nearly a hundred nonprots nationwide, we believe that nonprots can move forward condently into 2021 by adapting appropriately to this moment. Philanthropy Forecast e funding landscape in 2021 will be shaped by COVID, the overall state of the economy, and by the results of the November election. While overall, about three in ten nonprots reported an increase in foundation giving due to the pandemic, the same number also reported a decrease. Issue-area and programs are the determining factor. We recommend reviewing your organization’s revenue from about June or July until today to understand what to anticipate in 2021. e immediate response in the early months of the pandemic (March to May) are likely one-time-only outliers, and not helpful for planning 2021. Nevertheless, there are not currently many indicators that foundations philanthropy is planning to reduce giving in 2021, so we believe many nonprots can anticipate renewal grants again next year. (However, some funders are pivoting away from current grantees in pursuit of more explicit investments in racial justice work.)

As our sector works to recover and rebuild in 2021, many executive directors and nonprot leaders are wondering about the state of grantmaking. According to Candid’s meta-review of over 50 surveys of nonprots, nearly all reported declining revenue in 2020, with fee-for-service revenue being the most impacted . Grant revenue however, has been the least impacted. e Center for Eective Philanthropy found that nonprots that rely on foundation funding experienced more stable funding than those relying on earned revenue or individual giving. Also, per the Center for Nonprot Advancement's own data, most local foundation funding increased during the pandemic Encouraging changes As a result of the pandemic, many foundations adopted promising changes in their grantmaking requirements, including 783 organizations that signed onto a pledge by the Council on Foundations to adapt to COVID-19. ey have relaxed the restrictions on current grants, reporting requirements and site visits. ey have committed to unrestricted giving and many increased giving. Plus, there are more conversations than ever before about philanthropy’s role in advancing equity.

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Also, if your organization works on an issue related to national politics (such as immigration), with the change in Presidential administrations in January, we do anticipate major giving from philanthropy to help rebuild critical social sector infrastructure that has been dismantled over the past four years. Finding Funders e way that nonprots can best nd opportunities relevant to your missions has not changed due to the pandemic: you still need to dedicate time each week to search for new opportunities. Use the Foundation Directory Online or other databases. Join list-servs and issue-area associations. Review the donor lists of your peer organizations to see who is giving to your issue area. And talk to other nonprots and funders about who is giving. If this work is new to you, consider taking a webinar on prospect research from Grant Station to build your tool-kit. Going beyond the proposal What has changed during the pandemic—or at least become even more important—is relationships with funders. Over seven in ten nonprot leaders claim that sta at foundations have been helpful or very helpful to them during the pandemic. is highlights why so much of our work focuses on relationship building. We invest in strong relationships year-round and year aer year for times of crisis and need like today. Oen, nonprots want to know what they can do to make their proposals stand out. But the truth is, the best thing you can do comes before you even write the proposal —talk to your funders (and potential funders!) in advance about what they want to read in your proposal. Knowing what questions funders have about your organi- zation and how you have adapted to the pandemic will ensure you use your limited word count eectively. is work is called cultivation or stewardship, and it includes emailing updates to funders, setting up routine check-in calls and virtual site visits. e nonprot sector has been on the forefront of our national and regional response to the pandemic, and we can all be proud of how our sector has stepped up! is work will continue to be essential in 2021, and we believe philanthropy will be there with us. ______________________________________________ Contributing author: Alayna Buckner CEO & Founder Elevate , a Center Industry Expert that builds smart, sustain- able grant programs that help nonprots succeed.

Connecting with BOTH sides in a divided America

As nonprots, we should see the current landscape as an oppor- tunity to take time to listen thoughtfully to those who have dierent perspectives, to learn about their motivations and to look for shared goals. Tempering our tone It’s also time to rethink our tone to make sure we communicate with authenticity, not sanctimony. All too oen, in our ocial communications, in our fund- raising, and in our advocacy, we speak from a position of being on the “right” side. And we direct

If 2020 has shown us anything, it’s that our country has reached new heights—or perhaps, more appropriately, new lows—when it comes to division. Over the past several years, we’ve been drawing strict ideo- logical battle lines. In doing so, it’s as if we’ve become two nations, living within the same borders and sometimes even within the same families. ese divisions have become even more pronounced in the face of a pandemic, protests over racial injustice, and the 2020 Election. For nonprots, this divide creates a complex set of challenges, and

our message to those who agree with us. We must also be careful not to use jargon and dense language. is can muddy our message and, to those outside of our circle, raise red ags and suspicion. at leads to nonprots being lumped in with the establish- ment groups that aren’t always our allies. It can lead to mistrust among the very people we are working so hard to help. And it can shut the door on potential supporters who may have been sympathetic to our cause. Being heard by listening first To make a genuine connection, we must rst understand what is meaningful and important to our audience. Conservative moral foundations are dierent than liberal moral principles. Many times, the issues we’re ghting to resolve are of mutual concern, but the framing incites disagreement. By framing your issues and goals from the perspective and values of your audience, you’ll encourage interest and support. As the chasm in our country continues to widen, it’s never been more important for nonprots to help bring us back together. Learning to communicate respectfully, passion- ately and meaningfully across political and social divides—without so-pedaling our beliefs—is a critical step toward making this happen. ______________________________________________ Contributing author: Peter Panepento Co-Founder & Philanthropic Practice Leader Turn Two Communciations , a Center Industry Expert that helps nonprots tell compelling stories, build support and make a dierence through a full array of communications and PR serivces.

we need to begin plotting a new path forward that helps us speak more eectively with those on both sides of the chasm. Preaching to the choir e problems that our organizations are looking to address—issues of economic and racial inequity, hunger, education, the environment and health—aect large numbers of citizens on both sides of this divide. Oen the solutions to these problems bring benets to all, regard- less of where they live or the color of their skin. And yet we spend much of our time communicating only with those who already agree with us. As we do so, we oen paint those who have diering ideologies or opinions as being an enemy. In venting our frustrations, we risk insulting—and further alienating—a large group of people who we need on our side as we work to achieve our missions. Unconsciously, we are labeling them as “others”. In turn, they are labeling us as part of the problem. To resist our natural tendency to preach only to the choir, we need to make a concerted eort to identify and reach out to constituents who may seem unsympathetic or unaware of our missions and impact. is doesn’t mean we should neglect our supporters. But we can expand those audiences by thinking about our work dierently and nding ways to engage people across a full spectrum of beliefs and principles. Finding common ground e best way to combat divisive attitudes and push for the greater good is to nd areas of common ground. And this begins with how we listen and how we speak.

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Recognizing and learning from EXCELLENCE Known for going above and beyond, those in the nonprot sector raised the bar to a whole new level of extraordinary this year. rough award competitions, the Center validates remarkable achievements, spotlights best practices in the region, and extends our appreciation for visionary leader- ship. Award contestants are judged by selection committees composed of local leaders in the nonprot, foundation, corporate and government sectors. Committee members volunteer their time to review and evaluate award nomina- tions, attend site visits and contribute to the selection process. e Center thanks everyone who helped make our 2020 Award Competitions so successful—including all the nonprots who participated, the selection committee members and our generous sponsors.

Phyllis Campbell Newsome Public Policy LeadershAipward T h e PCN Award was created to highlight the work of elected and non-elected officials who have gone aboveandbeyondin partnershipwiththenonprofit sectorto ensuremorevibrantcommunities. Each year , the Center honors four public officials, one from each jurisdiction in our region . Congratulations to this year’ s winners! Washington, DC: Laura Zeilinger , Director , DC Department of Human Services Montgomery County: Lily Qi , Maryland State Delegate, District 15 Prince George’ s County : Rodney Streeter , Prince George’ s County Council Vice Chair , District 7 Virginia:

Justin Wilson , Mayor of Alexandria Learn more about the Award recipients

here .

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Board Leadership Award Tis award recognizes the role boards play in building and sustaining successful organizations. By executing their fiduciary and leadership responsibilities, board members ensure their organization is well led, well supported and responsive to the people and communities it serves. Congratulations to this year’s nalists! 2020 WINNER - Institute for Social Policy and Understanding Executive Director Meira Neggaz expresses thanks for ISPU being selected as the 2020 Board Leadership Award winner , and shares appreciation to all who played a role in earning this achievement. 2020 Honorable Mention - Food & Friends Executive Director Carrie Stoltzfus thanks her dedicated board for their service and leader ship, a s w ell a s t he s ponsors w ho m ake t hi s awa rd p os sible.

for their helpful support Selection Committee for volunteering many hours

of their time Tom Colling Deputy Director, Nonprot Village Kevin Hinton CEO/ED, Beacon House Barbra Kavanaugh Senior Consultant, Brighter Strategies Marguerete Luter President & Owner, e Process Pro Raymond Ly Senior Manager, KPMG Jason Qu Managing Attorney, DC Bar Pro Bono Center Larry Robertson Nonprot Consultant Margarita Rozenfeld CEO, Incite International Danielle Schmutz Chief of Sta, Surgo Foundation Cheryl Williams Vice President, Women’s Congressional Policy Institute Participating Members Anne E Schrantz Principal, CohnReznick Lindsay Tallman Education Specialist, Board Source Administrators Center for Nonprot Advancement Elisha Hardy VitalHealth Manager Sean Sweeney Director of Education and Programs

Cultivating Best - in - Class Boards : An Insider ’ s Perspective

Building your Board

Evolving Mission and Strategic Leadership

Selecting an Executive Director

Fund raising

e annual Board Leadership Award not only recognizes the outstanding leadership of highly successful boards, but also provides an opportunity for all of us to learn from their journeys to extraordinary. is year, the Center produced a series of video shorts on four relevant topics. e series includes interviews with leaders from both our award winner and honorable mention.

Videos were released on consecutive Tuesdays in August and September and are now available to watch on demand. Visit the Center’s website .

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Special thanks to GRF CPAs & Advisors for their generous contribution as our presenting sponsor Selection Committee for volunteering many hours of their time Jacqueline Bryant, CPA Partner, RSM US Amma Felix President, Collegiate Directions, Inc. Michael Freedman Founder, Freedman Advisory Services Steve Glaude President & CEO, Coalition for Nonprot Housing & Economic Development (CNHED) Heidi Gider Senior Consultant, e Rainmakers Group & Senior Director of Development, Young Invincibles Ariel Goldin Director of Client Relations, Goldin Group Carol Hamilton Principal, Grace Social Sector Consulting Randy Marsh Director of Operations, Horton’s Kids Tony McCann Judge/Civilian Board of Contract Appeals (Ret) Hugo Mogollon Executive Director, FRESHFARM Bridgette Stumpf Executive Director, NVRDC Patricia Wilcox Vice President Commercial Banking, e PNC Financial Services Group Layla Zaidane Chief Operating Ocer, Millennial Action Project Participating Members Ian Shuman Gelman Rosenberg & Freedman, CPAs Administrators Center for Nonprot Advancement Patrick Rabiecki Membership Associate Aziza Rush Operations Coordinator Sean Sweeney Director of Education and Special Programs

2020 EXCEL Award is competition recognizes executive leaders for achieve- ment in the areas of innovation, motivation, community building, ethical integrity and strategic leadership. Congratulations to the 2020 EXCEL Award winner! Elizabeth Jones Valderrama Executive Director Oender Aid and Restoration (OAR) the community, and moved beyond diversity and inclusion to transform OAR into an organization committed to anti-racism and racial justice. Black, Indigenous and People of Color (BIPOC) now comprise 50% of board members and 80% of sta. And to our Honorable Mentions! Maya Martin Cadogan Founder & Executive Director In her role as ED, Elizabeth has championed innovative programs, energized sta and volunteers, expanded partnerships that benet

Parents Amplifying Voices in Education (PAVE) Maya founded PAVE in 2016 with the vision of creating a way to ensure that parent voices, particularly those in more marginalized

communities, are able to inuence local policymakers by sharing the issues that matter most to them. As the ED, she has grown the organization from a 1-person team with a budget of $50,000 to a 13-person teamwith an annual budget of nearly $2.5 million.

Tara Fitzpatrick-Navarro CEO USTA Mid-Atlantic

Aer becoming CEO in 2014, Tara led USTA MAS through a signicant transformation, uniting segmented district oces in the District

of Columbia, Maryland, Virginia, and parts of West Virginia into a stronger centralized Section. She has cultivated an organization that embraces individuality, puts people rst and rewards sta for challenging themselves to be innovative and results driven. Watch for next series of video shorts! e Board Award series of video shorts was so popular, the Center is planning another one. is series will star our EXCEL nalists and how they spearheaded signicant changes in their organizations. Videos will be released in December.

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GRF CPAs & Advisors is Proud to Sponsor the Center for Nonprofit Advancement’s EXCEL Award

Personal Service With Powerful Solutions

Congratulations to the 2020 finalists!

GRFCPA.com

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Located in the Washington, DC metropolitan region, GRF CPAs & Advisors is a full-service professional services rm proiding nancial, tax and advisory solutions for nonprot clients.

2020: a year in review

“Unprecedented.” e word we’re all tired of hearing, but so accurately describes a frightful year that’s reminiscent of a Stephen King novel. Denitely one for the history books, 2020 has also had positive and upliing moments. Countless stories caught our attention. e individuals and organizations that shape our nonprot community inspired us with innovative responses to the crushing impact of COVID, social unrest and political uncertainty. e Center recognizes the strain this past year’s challenges has placed on our members, the nonprot sector and our commu- nities. We’ve worked hard to respond as quickly as possible, with support to help strengthen your eorts.

COVID-19 response e Center faculty stepped up to answer the call when COVID began, by responding with helpful, on-point classes to guide nonprots through a myriad of issues. e Center also created a COVID Resources page to warehouse a multifaceted set of tools to help organiza- tions improve their response to the pandemic and stay informed. To foster sustainability, the Center launched the Rebuild- ing Campaign , consisting of three key components: • evaluation of what organizations need help with; • education based on what research nds to be needed most; and • facilitation of the action that needs to take place in order for organizations to succeed. Tools, webinars and resources created to assist nonprots in coping with the ongoing impact of the pandemic can be found on the COVID Initiative and Resources page on the Center’s website. Race, Equity, Justice and Inclusion—spearheading change e murder of George Floyd and countless others ampli- ed critical cross sector dialogue, uncovered various race equity decits and is motivating action from leaders. While the Center team was responding to the pandemic, it also responded in solidarity with the black community

during chaotic and unjust times with the launch of the Center for Race, Equity , Justice and Inclusion . As mentioned on page 3, the Center’ s goal is to facilitate the transition from discussions to actions that achieve true equality . Skill Building Courses Go Virtual

e Center hosts dynamic courses every month that focus on prevalent topics, ranging from developing leaders for tomorrow to cultivating more informed, engaged board members to building stronger teams. In 2020, we added COVID related and racial equity centered classes, and took our training programs virtual.

is past year (July 1, 2019 - June 30, 2020) the Center provided 97 classes and events for more than 1,701 participants.

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Negotiating Affordable Insurance Coverage VitalHealth , a Center member benet, has provided access to medical coverage since 1984—including dental, vision and life insurance—at the best possible value. Last year (July 1, 2019 - June 30, 2020), VitalHealth served 206 member organizations, providing health insurance for 3,769 employees and 1,480 dependents, as well as life insurance for 1,758. Welcoming new members Center membership grew by 35 new nonprot members this past year, each with their own unique causes, experiences, accomplishments and goals. In a year of dicult decisions, we value the trust they’ve place in the Center, as well as the con- dence of all of our members. at is what motivates us to always strive to do more. Our member organizations touch the lives of countless adults, children and families throughout our region, and in some cases, throughout the nation and the world. Mission areas served by Center members include: Advocacy • Animal Protection and Care • Arts, Culture & Humanities • Civic • Education • Environment • Faith-based • Health & Nutrition • Homelessness • Legal/professional • Philanthropy • Seniors • Youth Creating a network of support Whi le b ein g a ble t o le arn, s hare a noldlacb- orate w ith y our n onprot co lleagues is helpful dur ing n ormal t imes’s, ei tven m ore advantageous in times of crisis. In 2020, the Center created two new peer coho rts . In addi tion t o o ur CEO c oho rt and COO coho rt , we n ow h ave o ne f or Marke ting C omm uni cations and o ne f or Developme nt . We en coura ge a ll o f our member s t o t ake ad vantage o f t hi s b ene t.

2020 Annual Celebration Honoring the tradition For 41 years, the Center has

brought together leaders, activists, supporters and idealists dedicated to the nonprot sector. ese outstanding individuals have dedicated their careers, their energy and their passion to enhancing the lives of others. And while 2020 was a dicult year like no other, in many ways it was also inspiring. We’ve seen unique challenges tackled, innovations achieved, valiant actions performed and everyday heroes step up. So at our 41st Annual Celebration, we focused on the positives of this year of turmoil and look forward with hope and strength to what comes next. Continuing a long tradition of featuring acclaimed trailblazers as our guests, Jason Reynolds took the podium this year and shared his journey with us. Following Soledad O’Brien in 2018 and Ibrim Kendi in 2019, Jason continues the conversation and inspires us to take action toward diversity, equity and inclusion. Held for the rst time on an exciting new virtual platform, our 2020 Annual Celebration included breakfast, a signed copy of Jason Reynold’s For Every One and the opportunity to connect with colleagues in the nonprot sector. See highlights from this year’s event.

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B I N G O

Expert tips, awesome prizes, and an hour of fun During the game, the Center raed o several items of value, which added to the fun. e event was such a success, the Center plans to make it an annual tradition. So, stay tuned!

It’s dicult to stay positive when the world seems to be falling apart. at’s why in early June, the Center sta concep- tualized and executed the rst ever, “Get Centered with Bingo” Game. e event enabled partici- pants to evaluate their organizations’ crisis response against experts’

Experts’ recommendations can still be viewed here .

A full-service development consulting firm working to make community visions a reality MJ Consulting Group draws on a wealth of experience in Development and Conference Planning to help organizations build capacity and realize their full potential. Contact Maisha J. Armstrong Founder & President 202-557-0027 info@mj-consultinggroup.com

recommendations, while also playing to win prizes. 75 contestants joined us for three lively rounds of virtual bingo! Amazing prizes—including free accounting services, IT support, equity consulting services, training and Amazon gi cards—were provided by our ve sponsors: Goldin Group, Simple IT Care, Point Made Learning, UST and Brighter Strategies .

mj-consultinggroup.com

Thank you!

Center Volunteer Faculty Swaa Ames, Brighter Strategies Sharon Anderson, e Anderson Dierence Flannery Berg, FMA Sarah Bowman Ratjik, Human Resources, Inc. Octavia Caldwell, Caldwell Group Maria Carrasquillo, MJH Consulting Kristin Davis, ompson HD Rebecca Diamond, Consultant Alfreda Edwards, Edwards Consulting Services Amir B. Eyal, Mylestone Plans Lewis Flax, Flax Associates Javier Goldin, Goldin Group Mike Gellman, Fiscal Strategies 4 Nonprots Carol Hamilton, Grace Social Sector Julie Hammerman, ompson HD Britt Hogue, e Collective Good Scott Jackson, Global Impact Barbra Kavanaugh, Brighter Strategies Sergei Khadjiev, Goldin Group Emma Kieran, Pilot Peak Consulting Debbi Lindenberg, Cafritz Foundation Stefanie Lomax, HR Pro 4 You Rob Malone, e Arc Prince George’s County Payal Martin, Brighter Strategies Daniel Mushala, Training Works Peter Panepento, Turn Two Communications Fiona Oliphant, Healing Equity United Barbara O’Reilly, Windmill Hill Consulting Jason Qu, DC Bar Pro Bono Center Larry Robertson, Consultant Mark Sachs, Mark Sachs & Associates Will Schermerhorn, AtomStream Communications

Center Supporters and Partners American Express Foundation | A. James & Alice B. Clark Founda- tion | CohnReznick | DSLBD Department of Small Local Business Development | DYRS Department of Youth Rehabilitation Services | GRF CPAs and Advisors | Pepco Holdings An Exelon Company | ServeDC Mayor’s Oce on Volunteerism | e Community Founda- tion | e Morris & Gwendolyn Cafritz Foundation | UST Center Board Members Chair, Dr. Sylisa Lambert-Woodard , Pathway Homes Vice Chair, Kathlyn Taylor Gaubatz , Nonprot Management Consultant Secretary, Wayne Gibson , FTI Consulting Treasurer, Jane E. ompson , Financial Management Consultant Abercrombie & Assoicates, LLC | Anderson & Associates, LLC | Anne Eigeman Consulting | Aronson, LLC | Askey, Askey & Associates, CPA, LLC | BFS Benets | Brighter Strategies, LLC | Citrin Cooperman | Dragony Central, Inc. | DRG Talent Advisory Group | E. Cohen and Company, CPAs | Elevate | Fiscal Management Associates (FMA) | Flax Associates | Freedman Advisory Services, LLC | Goldin Group | Good Insight | GRF CPAs & Advisors | HAN Group, LLC | hyve | Interim Executive Network | JFWAccounting Services | KBST&M | Leaf Point Solutions | MJ Consulting Group | Mylestone Plans | RBW Strategy | Rebecca Diamond Fundraising | RSM US, LLP | Simple IT Care | Squire, Lemkin and Company | Tech Impact | e Collective Good | Turn Two Communications |Waller Consulting, LLC | Wegner CPAs | Windmill Hill Consulting, LLC Center Team Members Glen O’Gilvie, CAE, CEO | Taylor Strange, COO | Ericka Best, Executive Associate | Patrick Rabiecki, Membership Associate | Sean Sweeney, Director of Education & Special Programs VitalHealth: Elisha Hardy, Manager | Aziza Rush, Operations Coordinator Matthew Haws , Jenner & Block LLP Gloria Nauden , City First Bank of DC Roberto Terrell , MS, CPA, RSM US LLP Karen Williamson , KEW Consulting Center Industry Members Team Partners: Cameron Davis, Finance Accountant, VitalHealth | Pat Durbin, Broker, Capital Group | Amir Eyal, JD, CFP, Benets Specialist, Mylestone Plans | Javier Goldin, CPA, Goldin Group, BOB Finance | Ellen Pochekailo, Director of Marketing & Communica- tions | Justin Rogers, Finance Manager, VitalHealth | Carla Trussell, Project & Social Media Manager Team Specialists: Tim Abercrombie, Abercrombie & Associates | Maisha Armstrong, Development Specialist | Charles Evans, Capacity Building | Shelia Holt, ProgramManager | Goldie Patrick, Capacity Building | Paul Ruppert, ED, Upper Georgia Avenue Main Street | Edwin Washington, ED, e Parks Main Street

Elizabeth Scott, Brighter Strategies Alex Suchman, Brighter Strategies Kathlyn Taylor Gaubatz, Consultant Don Tebbe, Strategic Planning and Succession Planning Consultant Gretchen Upholt, FMA

Rachel Werner, RBW Strategy Meico Whitlock, Mindful Techie PeterWolk, National Center for Nonprot Law

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