CBE Member Black Pride Handbook What member Prides need to know and do 2026 edition Prepared for Center for Black Equity member organizations
CENTER FOR BLACK EQUITY | MEMBER HANDBOOK
Contents Welcome to the CBE Network .................................................................................................................... 3 Why the Network Exists................................................................................................................................................................................. 3 Membership Comes With Responsibility ............................................................................................................................................... 5
The CBE Black Pride Standard................................................................................................................... 7 The Standard ....................................................................................................................................................................................................... 7 The Annual Evidence File .............................................................................................................................................................................. 8
Building a Strong Black Pride .................................................................................................................... 9 Governance and Leadership......................................................................................................................................................................... 9 Financial Stewardship ...................................................................................................................................................................................10 Brand, Programming and Partnerships................................................................................................................................................11 A Practical Planning Year ............................................................................................................................................................................12
Inclusive Black Pride..................................................................................................................................13 The Six-Part Inclusion Test .........................................................................................................................................................................13 Communities Every Pride Should Consider........................................................................................................................................14 Inclusion Review Worksheet .....................................................................................................................................................................16
Safe and Sustainable Black Pride ........................................................................................................... 17 Minimum Safety Expectations ...................................................................................................................................................................17 Accessibility Is an Operating System .....................................................................................................................................................18 Organizer Care and Continuity .................................................................................................................................................................19
Your Year With CBE ....................................................................................................................................20 Annual Member Responsibilities .............................................................................................................................................................20 Annual Information Update........................................................................................................................................................................21 How to Ask CBE for Support ......................................................................................................................................................................22
Annual Member Review ............................................................................................................................ 23 CBE Member Readiness Scorecard .........................................................................................................................................................23 The 90-Day Improvement Plan.................................................................................................................................................................25
Resource Library ......................................................................................................................................... 26 Companion Resources...................................................................................................................................................................................26 Annual Member Checklist ...........................................................................................................................................................................28 Quick Tool 1: Member Good-Standing Check ....................................................................................................................................29 Quick Tool 2: Board Oversight Calendar ..............................................................................................................................................30 Quick Tool 3: Commitment Review ........................................................................................................................................................31 Quick Tool 4: Partnership Due Diligence .............................................................................................................................................32 Quick Tool 5: Program Brief.......................................................................................................................................................................33 Quick Tool 6: Accessible Communications Check............................................................................................................................34 Quick Tool 7: Event Readiness Gate .......................................................................................................................................................35 Quick Tool 8: Incident Information Record ........................................................................................................................................36 Quick Tool 9: After-Action Agenda .........................................................................................................................................................37 Quick Tool 10: Member Impact Snapshot ...........................................................................................................................................38 Quick Tool 11: CBE Support Request Brief .........................................................................................................................................39 Quick Tool 12: Leadership Transition Checklist ..............................................................................................................................40 HOW TO USE THIS HANDBOOK Start with the membership standard, complete the annual review, and use
the resource library when your team needs detailed implementation support.
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SECTION 1
Welcome to the CBE Network Membership means having a network behind you and accepting responsibility for the network standing beside you.
Why the Network Exists The Center for Black Equity exists because Black LGBTQ+ communities have always needed more than visibility. The Black Pride movement grew from communities organizing for ourselves when our health, safety, culture, leadership and experiences were too often overlooked. Black Pride became a place to celebrate, but it also became a vehicle for community mobilization, HIV education, political engagement, economic opportunity, leadership development and connection. Earl D. Fowlkes Jr. envisioned connecting Black Pride organizations into something larger than individual events or cities: an international network rooted in shared knowledge, relationships, resources and collective power. MEMBERSHIP Membership in CBE is not simply access to resources. It is participation in a collective Black
LGBTQ+ infrastructure.
What CBE Does CBE strengthens the Black Pride movement and the organizations that sustain it. We connect members, provide leadership development and technical assistance, build partnerships, share tools and opportunities, advocate for Black LGBTQ+ communities, and pursue resources that can strengthen the network. Information from members helps CBE demonstrate the network's collective impact. Attendance, health programming, HIV testing, voter engagement, workshops, partnerships, economic activity, cultural programming and leadership development tell a story larger than any single Pride can tell alone.
What Members Receive Membership value
What it means
Network connection
Relationships with Black Pride leaders and organizations facing similar opportunities and challenges.
Leadership and peer learning
Convenings, the CBE Leadership Summit and spaces to learn, strategize and share practice.
Technical assistance
Guidance, tools, training and problem-solving for governance, programs, fundraising and capacity.
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Membership value
What it means
Advocacy and representation
A collective voice with funders, corporations, agencies, policymakers, researchers and partners.
Connections and opportunities
Introductions, grants, initiatives, training and partnerships when available and appropriate.
Visibility and leverage
A stronger national story about local impact and the importance of Black Pride.
Community of support
Peers who can offer perspective, experience, connection and support.
Some opportunities depend on funding, partnerships, eligibility and organizational readiness. The enduring value of membership is the network itself: connection, capacity, collective advocacy, shared knowledge and collective power. CBE'S ROLE CBE can open doors and help members become better positioned to walk through them.
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Membership Comes With Responsibility Being part of the network means more than paying annual dues. Members are expected to remain engaged, keep organizational information current, respond to CBE communications, provide accurate impact data, complete required reporting, fulfill commitments and participate in the network.
Three Questions Every Member Should Answer Question
Evidence to maintain
Who are we accountable to?
Community input, board oversight, grievance pathways and transparent decisions.
What are we doing for our community?
Programs, partnerships, services, cultural work and year-round engagement.
What changed because we were there?
Participation, outcomes, stories, follow-through and lessons applied.
Member organizations are independent, but their reputations are connected. Strong leadership, reliable follow-through, meaningful programming and responsible partnerships build credibility for the entire network. What one member does can strengthen or weaken the position of us all.
Honesty and Transparency Effective advocacy requires complete and accurate information. When a member asks CBE to engage a funder or partner, make an introduction or advocate on its behalf, CBE needs the full picture, including facts that may be uncomfortable or unfavorable. CBE cannot responsibly advocate from half of the story. Support may mean standing with a member; it may also mean helping the member address a problem, take corrective action or strengthen its approach. TRUST Advocacy requires trust. Trust requires honesty. Supporting a member does not always mean
defending a member.
What CBE Cannot Do • Replace functioning leadership, boards, staff, volunteers, governance or local community relationships. • Carry out local fundraising or compensate for an organization that is inactive or unprepared. • Resolve every internal conflict or automatically take a member's side in every dispute. • Put network relationships at repeated risk to compensate for unfulfilled commitments. CBE's responsibility extends beyond any one member. Stewarding the movement sometimes requires additional information, corrective action, difficult decisions or a clear no. Those decisions protect the longterm strength of the network.
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SECTION 2
The CBE Black Pride Standard Member Prides create community benefit through accountable leadership, inclusive practice and reliable execution.
The Standard CBE member Prides are community institutions, not only annual events. Each organization should connect celebration to year-round community benefit and operate in ways that protect trust, dignity, access and collective opportunity. Standard
What members demonstrate
Community accountability
Programs and priorities respond to community needs, with clear ways to give feedback and raise concerns.
Sound governance
Defined leadership, board oversight, written policies, conflict management and responsible succession.
Financial stewardship
Approved budgets, documented controls, timely payment, accurate records and transparent reporting.
Inclusive practice
Power, budget, programs, safety, access and accountability include communities often left out.
Safety and care
A written emergency plan, trained roles, accessible procedures and support for organizers and volunteers.
Responsible partnerships
Clear agreements, aligned expectations, brand protection and follow-through.
Measurable impact
Accurate participation, program and outcome information used for learning and accountability.
Network participation
Current information, responsive communication, reporting and meaningful participation in CBE.
A Standard, Not a Size Test The standard applies to new, rebuilding and established Prides. It does not require every member to produce the same number of events or raise the same amount of money. It requires each organization to make realistic commitments, carry them out responsibly and improve over time. 2026 | 6
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The Annual Evidence File Maintain one shared folder that makes annual review straightforward and preserves organizational memory. Folder
Minimum contents
Governance
Bylaws, board roster, meeting minutes, policies, conflict disclosures and succession notes.
Finance
Approved budget, monthly reports, bank reconciliations, invoices, contracts and tax filings.
Programs
Program plan, speaker and vendor agreements, attendance, feedback and outcome notes.
Safety and access
Emergency plan, venue assessment, incident records, accessibility plan and afteraction review.
Brand and communications
Approved marks, brand guidance, website copy, media releases and partner-use agreements.
CBE membership
Annual update, dues record, impact data, CBE correspondence and outstanding commitments.
Evidence Should Be Usable • • • • •
Use consistent file names with dates and clear owners. Store final documents separately from drafts. Limit access to personal, health, incident and other sensitive information. Retain only information your organization has a legitimate reason to keep. Review the file at least quarterly so year-end reporting is not a reconstruction exercise.
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SECTION 3
Building a Strong Black Pride Strong organizations match ambition with governance, resources and disciplined follow-through.
Governance and Leadership A Pride needs a clear organizing structure before money, contracts and public commitments begin moving. The structure may be an independent nonprofit, a fiscally sponsored project, a program of another organization or a coalition. Whatever the model, decision rights and accountability must be explicit.
Minimum Governance Practices • • • • • •
Maintain current bylaws or a written operating agreement. Keep an active board or governing body with defined responsibilities. Approve an annual budget and review financial performance regularly. Document major decisions, conflicts of interest and corrective actions. Define who can sign contracts, authorize payments and speak for the organization. Build succession and leadership development into annual planning.
Decision Test Before committing, ask
Why it matters
Does this advance our mission and community priorities?
Prevents attractive opportunities from displacing essential work.
Who owns the decision and the follow-through?
Avoids ambiguity and dropped commitments.
Can we afford the full cost, including staff time and access?
Makes hidden costs visible.
What risk are we accepting?
Prompts legal, financial, safety and reputation review.
How will we know whether it worked?
Connects activity to evidence and learning.
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Financial Stewardship Financial controls protect community resources and the people responsible for them. They also help members qualify for grants, negotiate partnerships and respond confidently to questions from boards, sponsors and CBE. Control
Member practice
Budget approval
The governing body approves the annual budget and material revisions.
Separation of duties
No one person controls authorization, payment and reconciliation for the same transaction.
Documentation
Every payment has a business purpose, approval and supporting record.
Bank review
Statements and reconciliations are reviewed by someone other than the preparer.
Contract control
Only authorized people sign; terms, deliverables and payment schedules are retained.
Reporting
Leadership receives timely budget-to-actual information and acts on material differences.
Closeout
Invoices are paid, restrictions are honored and event finances are closed promptly.
Budget for the Full Promise A realistic budget includes accessibility, safety, insurance, permits, transportation, artist and vendor payments, organizer care, communications, evaluation and contingency. Do not announce benefits or programs before confirming the resources and owners required to deliver them. NON-NEGOTIABLE Never use a personal bank account as the organization's operating system. Obtain
professional guidance appropriate to the organization's legal and tax structure.
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Brand, Programming and Partnerships Protect the CBE and Local Pride Brands • • • • •
Use only approved CBE and local Pride marks, colors and naming conventions. Do not stretch, distort, recolor or place marks on backgrounds that reduce legibility. Define official, partner and independent events in writing. Give partners limited, documented permission to use names and marks. Review sponsor and vendor creative before publication.
Build a Balanced Program A Black Pride program should balance joy, culture, health, civic participation, leadership, economic opportunity and connection. The mix should reflect local needs and capacity rather than copying another city's schedule. Program lens
Planning question
Purpose
What community need or opportunity does this address?
Audience
Who is centered, and who may still face a barrier?
Access
What physical, communication, financial or sensory access is required?
Safety
What could cause harm, and how will the team respond?
Ownership
Who has authority and responsibility from design through follow-up?
Evidence
What will we record, learn and report?
Use Written Partnership Agreements A useful agreement identifies purpose, roles, money, data, brand use, communications, ownership of work, timelines, cancellation and conflict resolution. A friendly relationship is not a substitute for written expectations.
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A Practical Planning Year Timing
Primary member actions
10–12 months before
Confirm mission, dates, leadership, legal structure, community listening and prior-year lessons.
7–9 months before
Approve budget, pursue venues and permits, build sponsor pipeline and identify safety/access leads.
4–6 months before
Confirm program framework, partners, vendors, communications plan, insurance and emergency planning.
2–3 months before
Finalize schedule, train volunteers, test access and safety procedures, close major funding gaps.
Final month
Confirm roles, contacts, credentials, payment readiness, public information and escalation procedures.
First 72 hours after
Account for people, document incidents, thank teams, pay urgent invoices and preserve records.
Within 30 days
Reconcile finances, survey participants, debrief, report impact and adopt the next improvement priorities.
RIGHT-SIZE THE PLAN A smaller event delivered safely, accessibly and reliably builds more trust than an
oversized promise the organization cannot sustain.
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SECTION 4
Inclusive Black Pride Inclusion becomes real when it changes power, budgets, programs, safety, access and accountability.
The Six-Part Inclusion Test Use this test for every major program, venue, partnership and communication. A Pride should be able to explain how each dimension was considered before the plan was finalized. Dimension
The question
Power
Who shaped the decision, and did people most affected have meaningful authority?
Budget
What resources were assigned to participation, access, safety and leadership?
Program
Is the community visible in substantive roles, topics and year-round relationships?
Safety
What risks are specific to this community, and how will harm be prevented and addressed?
Access
Can people find, enter, understand, afford and participate in the experience?
Accountability
How will feedback be gathered, problems corrected and progress reported?
Apply the Test Before the Plan Locks 1. 2. 3. 4. 5.
Invite community leadership early enough to change the plan. Identify barriers and conflicts before contracts and public promises are final. Assign an owner, budget and evidence requirement for each commitment. Publish essential access and safety information before registration or attendance decisions. Review outcomes with the communities centered and carry lessons into the next cycle.
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Communities Every Pride Should Consider No brief summary can replace community-specific guidance or local leadership. Use these prompts to begin the conversation, then consult the companion guides and people with lived expertise. Community
Minimum planning focus
Black trans and nonbinary people
Shared power, paid leadership, name and pronoun respect, safer entry and restroom practices, privacy and affirming care.
Disabled people
Access budget, venue and route audit, communication access, sensory needs, transportation and emergency procedures.
Black women
Leadership authority, misogynoir prevention, consent and safety, whole-person wellness, vendor and sponsor accountability.
Elders
Transportation, seating, mobility, hearing and vision access, medication and care needs, history and ethical storytelling.
Youth and young adults
Safeguarding, adult-youth boundaries, consent, privacy, transportation, ageappropriate programming and referral plans.
Community
Minimum planning focus
Black gay, bisexual, queer and SGL men
Varied identities and generations, sexual health without stigma, mental wellness and leadership beyond nightlife.
People living with HIV and longterm survivors
Privacy, dignity, meaningful leadership, treatment and wellness information, and joy beyond health messaging.
Immigrants, refugees and undocumented people
Language access, data minimization, privacy, transportation and partnerships with trusted local organizations.
Parents, caregivers, chosen families and children
Scheduling, cost, childcare, family safety, age-appropriate spaces and recognition of varied family structures.
Ballroom, house and kiki communities
Partnership beyond performance, fair pay, production authority, cultural respect, safety and year-round investment.
Community
Minimum planning focus
Justice-impacted, unhoused and criminalized people
Low-barrier participation, privacy, transportation, reentry and housing partners, and non-stigmatizing safety practices.
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Community
Minimum planning focus
Faith, spiritual, cultural and healing communities
Affirming partners, consent, multiple pathways to healing and care for people recovering from religious harm.
Rural, small-city and regional communities
Travel, privacy, limited services, coalition-building, shared resources and yearround sustainability.
LOCAL LEADERSHIP Do not design for a community without meaningful participation from that community.
Consultation after the plan is final is not shared power.
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Inclusion Review Worksheet Dimension
Current evidence
Gap
Owner and date
Power Budget Program Safety Access Accountability
Review Questions • • • • • •
Whose perspective is missing from the decision table? Which commitment has no money, owner or deadline? What information does a participant need before deciding whether to attend? What barriers remain for people who cannot drive, stand for long periods, hear announcements, read small print or disclose personal information? How can a person report harm or request a correction without retaliation? What will leadership report back after the event?
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SECTION 5
Safe and Sustainable Black Pride Safety, accessibility, organizer care and continuity are operating requirements, not optional enhancements.
Minimum Safety Expectations • • • • • •
Maintain a written emergency action plan tailored to each venue and event type. Name an incident lead and backups with clear authority and contact methods. Coordinate with venues, medical providers, accessibility leads, security and public agencies before the event. Brief staff and volunteers on reporting, evacuation, shelter, reunification and responder handoff. Plan for accessible evacuation and communication, including people who cannot use stairs or hear announcements. Document incidents, protect sensitive information and complete an after-action review.
The Four Safety Pillars Pillar
Expectation
Prevention
Assess venue, crowd, weather, transportation, harassment, medical and operational risks.
Communication
Use clear messages, shared contacts, confirmation and accessible formats.
Relationships
Build coordination before the event with trusted community and response partners.
Protection
Provide realistic options to evacuate, shelter, reunify, receive care and recover.
EMERGENCY PLAN Every member Pride should be able to produce its current emergency plan, name the
person in command and show that staff and volunteers were briefed.
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Accessibility Is an Operating System Accessibility begins during budgeting and site selection, not when a participant requests an accommodation. Members should assign an access lead, include disabled people in planning and publish accurate information about what is and is not available. Access domain
Minimum practice
Physical
Step-free routes, usable restrooms, seating choices, clear paths, accessible stages and service-animal access.
Communication
Readable digital materials, captions, interpretation when needed, plain language and multiple ways to receive updates.
Sensory
Quiet space, lighting and sound information, reduced-sensory options and staff awareness.
Financial
Transparent costs, low-cost options where possible and no hidden charges for access.
Transportation
Arrival, parking, drop-off, transit and mobility-device needs considered together.
Emergency
Alerts, evacuation assistance, refuge options and reunification procedures that include disabled participants.
When Needs Conflict Ask what each person needs, identify the actual conflict and look for a both-and design. Document limits honestly. Do not promise access that has not been confirmed, and do not treat one accommodation as proof that the whole event is accessible.
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Organizer Care and Continuity A Pride cannot be sustainable if it depends on exhaustion, unclear authority and a few people carrying institutional knowledge. Organizer care is a governance and risk issue as well as a wellness issue. Practice
Operating expectation
Role clarity
Every major responsibility has a named owner, backup and escalation path.
Workload
Plans distinguish essential work from optional work and match commitments to capacity.
Boundaries
Teams agree on availability, decision windows, respectful communication and conflict pathways.
Care budget
Food, transportation, rest, accessibility, protective equipment and recovery are planned costs.
Succession
Files, contacts, passwords, contracts and lessons are held by the organization, not one person.
Recovery
Teams schedule post-event rest, payment, debrief and follow-up instead of immediately starting the next cycle.
Capacity Check • • •
Green: We have the people, authority, time and resources to deliver this well. Yellow: We can proceed only if a specific gap is resolved by a named date. Red: Proceeding would create unacceptable safety, financial, access or credibility risk. LEADERSHIP RESPONSIBILITY Saying no, reducing scope or postponing an activity can be responsible
stewardship.
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SECTION 6
Your Year With CBE Membership works when information is current, communication is responsive and participation is consistent.
Annual Member Responsibilities Responsibility
Member action
Membership status
Pay dues or complete the current membership process by the communicated deadline.
Organization update
Confirm legal name, public name, leadership, contacts, dates, programs, website and social channels.
Impact information
Submit complete, accurate participation, program, partnership and outcome information.
Communication
Monitor CBE communications, respond by deadlines and identify a reliable primary and backup contact.
Commitments
Complete agreed deliverables, reporting, acknowledgments and follow-up.
Network participation
Engage in convenings, peer learning, introductions and collective initiatives when possible.
Issue disclosure
Share material context when asking CBE to advocate, intervene or place its credibility behind a request.
Keep Information Current Do not wait for the annual update to report a change in executive leadership, board chair, primary contact, legal status, major event dates or a material issue that affects CBE coordination. Accurate records allow opportunities and urgent information to reach the right people.
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Annual Information Update Information area
Confirm or provide
Organization
Legal and public names, EIN/status where applicable, mailing address, website and social channels.
Leadership
Executive lead, board chair, primary contact, backup contact and role changes.
Pride calendar
Dates, locations, major programs, estimated scale and changes from the prior year.
Community reach
Attendance, volunteers, vendors, artists, workshops, screenings, registrations and other relevant counts.
Partnerships
Major community, health, civic, corporate, foundation and public partners.
Impact
Outcomes, stories, challenges, innovations and follow-through that can be supported with evidence.
Support needs
Technical assistance, introductions, training, peer connections or tools that would help.
Data Quality Rules • • • • •
Use documented counts when available and label estimates clearly. Do not combine attendance across events without explaining the method. Protect personal and health information; submit only what CBE requests through approved channels. Separate outputs, such as workshops held, from outcomes, such as participants connected to care. Correct errors promptly and explain material changes from earlier reports.
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How to Ask CBE for Support 6. State the decision, problem or opportunity clearly. 7. Explain what has already happened and who is involved. 8. Provide the complete relevant record, including unfavorable facts. 9. Name the specific action requested from CBE and the deadline. 10. Identify what the member will own and complete. 11. Confirm any confidentiality or sensitivity concerns before sharing personal information. A USEFUL REQUEST We are seeking [specific support] by [date] because [reason]. We have completed
[actions]. The remaining issue is [gap]. The relevant facts and documents are [summary]. Our organization will own [follow-through].
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SECTION 7
Annual Member Review Use one concise review to identify strengths, risks and the next improvement priorities.
CBE Member Readiness Scorecard Rate each area from 1 to 4 using evidence, not aspiration. A low score is not a verdict; it is a prompt to reduce risk and choose the next improvement. Score
Meaning
1 — Not in place
The practice is absent, unknown or dependent on one person's memory.
2 — Emerging
Some elements exist, but ownership, documentation or consistency is weak.
3 — Operational
The practice is documented, assigned and used with minor gaps.
4 — Strong
The practice is reliable, reviewed and improved through evidence and feedback.
Review area
Score 1–4
Evidence
Priority action
Community accountability Governance and leadership Finance and controls Brand and communications Programming and partnerships Inclusion and accessibility Safety and emergency readiness Organizer care and continuity
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Review area
Score 1–4
Evidence
Priority action
Impact and data quality CBE participation and commitments
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The 90-Day Improvement Plan Choose no more than three priorities. Select items that reduce material risk, unlock other improvements or address a commitment to the community or network. Priority
Result by day 90
Owner
Milestones
1
Days 30 / 60 / 90
2
Days 30 / 60 / 90
3
Days 30 / 60 / 90
Evidence
Priority Test • • • • •
Does this address a real risk, obligation or community need? Can one person be accountable for coordinating the result? Is the result specific enough to verify at day 90? Do we have the authority and resources to act? What will stop or change if the priority is not completed?
Monthly Review Rhythm Checkpoint
Conversation
Day 30
Has ownership been accepted? Are resources and first actions in place?
Day 60
What evidence shows progress? What decision or escalation is needed?
Day 90
Was the result achieved? What becomes standard practice, and what remains open?
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SECTION 8
Resource Library The handbook explains what members need to know and do. Companion resources provide detailed implementation support.
Companion Resources Resource
Use it when
Black Pride Organizer Toolkit
Building or strengthening governance, finance, sponsorship, programming, operations and evaluation.
Community Inclusion Guides
Designing with specific communities through the Power, Budget, Program, Safety, Access and Accountability framework.
Disability Accessibility Guide
Planning physical, communication, sensory, transportation and emergency access.
Organizer Care Toolkit
Clarifying roles, workload, team culture, crisis support, recovery and continuity.
Safety & Emergency Preparedness Toolkit
Building venue, command, communication, medical, evacuation and afteraction systems.
AI-Assisted Monitoring, Evaluation & Learning Toolkit
Using AI responsibly for data quality, feedback analysis, research and reporting with human verification.
Templates and Operational Forms
Adapting budgets, trackers, agreements, checklists, incident forms and review tools.
Where to Start If you need to…
Start with…
Understand membership expectations
Sections 1, 2 and 6 of this handbook.
Prepare for annual review
Section 7 and the annual evidence file.
Fix a governance or finance gap
Black Pride Organizer Toolkit.
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If you need to…
Start with…
Strengthen inclusion
Six-Part Inclusion Test, then the relevant community guide.
Prepare for a venue or event
Accessibility Guide and Safety & Emergency Preparedness Toolkit.
Reduce burnout and protect continuity
Organizer Care Toolkit.
Analyze information or use AI
AI-Assisted MEL Toolkit and approved CBE data practices.
CBE Online Member organizations should use current CBE communications and the member portal for official deadlines, requirements and opportunities. Public reports and toolkits are available at: https://centerforblackequity.org/reports-toolkits General information: https://centerforblackequity.org KEEP RESOURCES SEPARATE Companion resources should remain independently usable. The handbook
points members to the right tool instead of reproducing every worksheet and checklist.
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Annual Member Checklist • • • • • • • • • •
Membership status and dues are current. Leadership and primary/backup contacts are current with CBE. Pride dates, locations and major programs are confirmed or updated. Required impact information and reports are complete and accurate. Board, financial, safety, access and insurance records are current. Outstanding commitments to CBE, partners, vendors and community members are resolved. The annual readiness scorecard is complete. No more than three 90-day improvement priorities are assigned. The organization has identified where CBE or peer support would be useful. Lessons from the year have been documented for the next leadership cycle. COLLECTIVE RESPONSIBILITY Our collective power depends on our collective participation.
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Quick Tool 1: Member Good-Standing Check Check
Yes / No
Evidence or follow-up
Dues or membership process is current Primary and backup contacts are responsive Organization and event information is current Required impact information has been submitted CBE and partner commitments are complete Material concerns have been disclosed honestly The organization is participating in the network
USE Complete this check before requesting advocacy, introductions or participation in a time-sensitive
opportunity.
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Quick Tool 2: Board Oversight Calendar Quarter
Board focus
Evidence
Q1
Approve annual goals and budget; confirm conflicts, insurance, filings and leadership responsibilities.
Minutes, budget, disclosures and compliance calendar.
Q2
Review fundraising, contracts, event readiness, inclusion, access and safety planning.
Financial report, contract list and readiness review.
Q3
Monitor delivery, incidents, cash flow, partner performance and public commitments.
Dashboard, incident summary and budget-toactual report.
Q4
Close finances, review impact, evaluate leadership and adopt improvement priorities.
Year-end report, evaluation and 90-day plan.
Every Meeting • • • • •
Approve prior minutes. Review financial position and material risks. Track decisions, owners and deadlines. Disclose and manage conflicts of interest. Confirm what must be communicated to members, partners or CBE.
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Quick Tool 3: Commitment Review Commitment
Owner
Due
Status
Proof
Community Vendor or artist Sponsor or funder Venue or public agency CBE Staff or volunteer team
Review commitments monthly and weekly during the final event cycle. Escalate an at-risk commitment before the deadline, not after it has damaged trust.
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Quick Tool 4: Partnership Due Diligence • • • • • • •
The partner's purpose and public record align with the community commitment being proposed. Roles, deliverables, money, deadlines and decision rights are written. CBE and local Pride names and marks may be used only as approved. Data collection, access, storage and deletion responsibilities are defined. Community risks, conflicts of interest and reputation concerns have been reviewed. Cancellation, nonperformance and corrective-action terms are clear. One person owns partner communication and one person owns internal delivery. Decision
Reason
Approver
Conditions
Proceed / revise / decline
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Quick Tool 5: Program Brief Field
Decision
Program and purpose Community need or opportunity Audience centered Community leadership involved Budget and funding source Access commitments Safety risks and response Owner and backup Evidence and follow-up
APPROVAL TEST Do not release the program publicly until purpose, owner, budget, access, safety and
evidence are clear.
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Quick Tool 6: Accessible Communications Check • Essential information is written in clear language and organized with real headings. • Digital documents are readable by assistive technology and images have meaningful alternative text. • Video includes accurate captions; interpretation and language access are identified when available. • Color is not the only way information is communicated, and contrast is sufficient. • Registration asks only necessary questions and provides a direct way to request access. • Venue, route, seating, restroom, sensory, transportation and cost information is published accurately. • Last-minute changes are communicated through more than one channel. Owner: ____________________ Review date: ____________________ Corrections due: ____________________
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Quick Tool 7: Event Readiness Gate Gate
Ready
Gap and decision
Leadership and command roles confirmed Venue, permits, insurance and contracts confirmed Budget and payment plan viable Program, vendors and partners confirmed Access plan tested and public information accurate Emergency and medical plans briefed Communications and escalation channels tested Closeout, payment and after-action owners assigned
GATE DECISION If a critical gate is not ready, reduce scope, correct the gap, move the activity or postpone it.
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Quick Tool 8: Incident Information Record Use the detailed safety toolkit and approved organizational procedures for incident documentation. Record only information needed for response, accountability and required reporting. Field
Record
Date, time and location Person receiving the report Immediate safety or medical needs What was observed or reported Actions taken and by whom People or agencies notified Information requiring restricted access Follow-up owner and deadline After-action lesson
PRIVACY Do not place sensitive incident, health or identity information in general-access event files.
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Quick Tool 9: After-Action Agenda 12. Reconfirm the purpose of the review: learning, accountability and improvement. 13. Name what worked and the evidence that supports it. 14. Review gaps in access, safety, program delivery, partnerships, communications and finance. 15. Identify commitments that remain open, including payments and participant follow-up. 16. Separate system problems from individual blame and assign corrective actions. 17. Choose no more than three priorities for the next 90 days. 18. Document what leadership will communicate back to community, partners and CBE. Action
Owner
Due
Evidence of completion
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Quick Tool 10: Member Impact Snapshot Area
Measure or evidence
Participation
Attendance, volunteers, vendors or registrations
Health and wellness
Services, referrals, screenings or connections
Civic engagement
Education, registration, mobilization or advocacy
Economic impact
Local vendors, artists, paid roles or community investment
Culture and leadership
Programs, honorees, training or leadership development
Inclusion and access
Communities centered, access delivered and barriers corrected
Learning
Feedback themes, changes adopted and unresolved questions
Result
Source
Label estimates. Protect personal information. Explain methods when combining results across multiple activities.
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Quick Tool 11: CBE Support Request Brief Field
Member response
Decision, problem or opportunity Specific support requested from CBE Deadline and reason What has already happened People and organizations involved Complete relevant facts Documents available What the member will own Sensitivity or confidentiality concerns
BEFORE SENDING Confirm that the request is accurate, complete, authorized and appropriate for CBE to
receive.
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Quick Tool 12: Leadership Transition Checklist • • • • • • • •
Board action and leadership authority are documented. CBE, funders, venues, banks, insurers and key partners receive updated authorized contacts. Shared files, calendars, contracts, budgets and reporting obligations are transferred. Passwords and account access are transferred securely; former access is removed promptly. Open commitments, disputes, incidents, payments and deadlines are disclosed. Community and public communication is accurate, timely and respectful. The incoming leader receives organizational history, current risks and the 90-day priorities. The board schedules 30-, 60- and 90-day transition reviews. CONTINUITY Institutional knowledge belongs to the organization. No transition should depend on one
person's inbox, memory or personal accounts.
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CENTER FOR BLACK EQUITY
A network behind you. A responsibility shared by all of us. Improving the lives of Black LGBTQ+ people globally
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