Mile High Nonprofit (Issue #3)

MILE HIGH

A Publication of Denver's Office of Nonprofit Engagement

NONPROFIT VOL. 1 | ISSUE 3 | MARCH/APRIL 2021

DOSP becomes the Office of Nonprofit Engagement to better reflect its work with nonprofits

ALSO INSIDE Nonprofit spotlight Inside look into the Human Rights & Community Partnerships Agency Launch of DIY Nonprofit E-Guides Radian: Nonprofit AntiDisplacement Report Conversation with Denver's NEST Commission update

h s al p s n U n o S R E T U O W A e p pili h P y b o t o h P

WHAT'S IN A NAME?

MAGAZINE

MILEHIGHNONPROFIT

CONTENTS IN THIS ISSUE

EDITOR'S NOTE 03

The year that was!

INSIDE HRCP 04

Q&A w/Derek Okubo - 2021 outlook

COMMISSION UPDATE 10 h s al p s n U n o s ni tr a M o n ur B y b o t o h P

08

WHAT'S IN A NAME?

Vision & Goals for 2021

THE ACADEMY 13

DIY Nonprofit E-guides

16

Radian issues 2020 anti-displacement report

DOING BIZ W/ THE CITY 14

Neighborhood Equity and Stabilization (NEST) Program administered a total of $3,217,239 to 301 organizations in COVID Relief Funds (CRF)

NEWS BRIEFS

06

NONPROFIT TASK FORCE

NONPROFIT SPOTLIGHT

Denver Office of Nonprofit Engagement (D-ONE) will be launching a “nonprofit task force” in March 2021 that will take a 360 degree look at how the city engages, funds, and utilizes its nonprofit sector.

Compound of Compassion's mission is to provide a selfsustainable environment created to encourage a safeplace of healing for youth, young adults, veterans, and seniors.

Welcome to the team

18

Radian co-working spaces (BUILD)

19

Available space for nonprofits

20

Nonprofit Well-being Report

NEXT ISSUE (MAY/JUNE 2021) 02 FEB/MAR 2021 | ISSUE 03

h s al p s n U n o p o o C w er d n A y b o t o h P

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MILEHIGHNONPROFIT

EDITORS NOTE

MARCH/APRIL 2021 CITY GOVERNMENT Mayor Michael B. Hancock

THE YEAR THAT WAS!

Executive Director Human Rights & Community Partnerships Derek Okubo

As we enter into March 2021 and push out the first issue (this year) of our e-magazine, it’s difficult not to look back on the year that was — 2020!

PUBLISHING TEAM

This time last year, we were just beginning to truly feel the impacts of one of the most unprecedented times in our country’s history. A time where a pandemic — combined with social unrest and an unraveling economy — would have the country in a chokehold. In our office, we began to pause the plans we had for the year and pivot to try and figure out what we needed to do to support the devastating impacts of COVID19 on the nonprofit sector.

Advisors Theresa Marchetta Derek Okubo

Like others across the city, the nonprofit sector was faced with devastating loss of revenue from cancelled fundraising events, an increase in the need for their services because of the pandemic, and dealing with the challenges of adapting to a post-pandemic environment that required better and increased use of technology, stronger team communications, and revised strategic plans. It even took our office until the end of the year to “snap out of it” and get smarter about how we get back to delivering on the promise we made to help grow and strengthen the nonprofit sector.

With that, we decided to re-work and activate several of our key ideas from 2020 and put them in motion in 2021. We’ve changed our name to the Denver Office of Nonprofit Engagement (D-ONE for short!) to better reflect the work we are focused on. We are going forward in the first quarter with the launch of our Nonprofit Task Force (born out of the “Wellbeing on Nonprofits Report") that will take a 360-degree look at how the city engages, contracts, and utilizes nonprofits, and we will be stepping up our “technical assistance game” by offering a variety of DIY trainings. Furthermore, we are doubling down on our commitment to “curate” thoughtful information, “convene” a variety of folks to discuss and explore solutions to the challenges nonprofits face when engaging the city, and to “capacity building” where we want to offer smart workshops and trainings for internal city folks as well as nonprofits.

In the pages ahead, you’ll find an enlightening conversation with our leader, Derek Okubo, who is the executive director for the Human Rights and Community Partnerships (HRCP) Agency — he will share his thoughts on our current environment and its impact on the agency’s mission. You’ll also find more detail behind our name change, more information about the Nonprofit Task Force, and the latest work of the Strategic Partnerships Commission. Enjoy!

DOSP TEAM Kevin Dodge Hannah Tomaszewski (intern) Jessica Jorgensen Julia Mahoney (intern) Dr. Ken Seeley

CONTRIBUTING WRITERS Compound of Compassion Human Rights and Community Partnerships Denver Strategic Partnerships Commission Neighborhood Equity and Stabilization (NEST)

Published by the

DENVER OFFICE OF NONPROFIT ENGAGEMENT Denver Human Rights & Community Partnerships

03

Wellington Webb Building 201 W. Colfax Ave. Dept. 1102 Denver, CO 80202

FEB/MAR 2021 | ISSUE 03

We provided a resource hub where nonprofits could find consistent updated city, state, and federal information and resources. We met with our contractors and partners to explore ways they could pivot their work (but stay true to the spirit of their scopes), and still pull-down the funds allocated to them — AND — we explored and secured additional federal funding we could pass on to them. It wasn’t enough.

Editor Denver Office of Nonprofit Engagement Wil Alston, Director

Please Visit Our Website 720-913-8852

Wil Alston Editor & Director Denver Office of Nonprofit Engagement

To request a document be translated into American Sign Language (ASL), contact SignLanguageServices@denvergov.org.

For other public accommodation requests/concerns related to a disability, please contact DisabilityAccess@denvergov.org.

Inside HRCP

The Human Rights and Community Partnerships (HRCP) Agency is Denver’s premier entity for providing support to residents in targeted communities. Communities like older adults, nonprofits, immigrants and refugees, ethnic and disadvantaged communities, and communities for people with disabilities can all find support from within this agency. For just under seventy-five years, HRCP has been working to create lasting change for Denver's residents through advocacy, capacity building, partnerships, community engagement, and direct services.

Under the leadership of current Executive Director—Derek Okubo, the agency operates under the premise that diverse perspectives, skills, and resources strengthen a city’s foundation and provide lasting solutions. With inclusiveness as the cornerstone of the agency’s work, it strives every day to give voice to the voiceless and create a world-class city where everyone matters!

DEREK OKUBO TOOK THE TIME TO SHARE WITH US HIS THOUGHTS ON THE WORK OF THE AGENCY IN THE FACE OF THE UNPRECEDENTED YEAR THAT WAS 2020.

FOR THOSE WHO DON'T KNOW, WHAT IS HRCP ALL ABOUT? HRCP was started as a committee by newly elected Mayor Quigg Newton in 1947. He charged them with doing a study of race relations in Denver which, when you think about it, was very progressive for that time period. They uncovered a number of systemic discriminatory practices in government, education, housing, employment, banking, and real estate. They focused on changing practices, procedures, and policies to create change. They found it was very challenging to change hearts and minds of the people running the institutions but pressed on over the years.

IN THE FACE OF THE "STAY AT HOME" ORDINANCE, HOW DO YOU INVEST IN MAINTAINING THE HRCP CULTURE? It’s been a challenge because there is nothing like being together, in-person in an office where the human connection is more authentic. We’ve continued with our weekly staff meetings and cross-office meetings virtually and I continue meeting regularly with office directors and other staff. I’ve become dependent on the office directors to share and exhibit the familial, public servant, people-first, outcome-based culture of our agency. We’ve all been together for a while and the directors get it. They understand what we’re all about and have done a great job of genuinely modeling the expectations of HRCP and how we work. Despite COVID, we’ve all adapted and continue to meet our office goals with our community.

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HRCP has gone through a number of evolutions through the years. Today our focus is in the areas of federal compliance with civil rights and ADA protections through our Anti-Discrimination Office, Division of Disability Rights, and Sign Language Services. In addition, our agency has offices focusing on older adults, immigrants and refugees, nonprofits, building the financial stability of our low-income residents, and sharing stories through the eyes of residents to impact policy within city government.

continued from page 04

WHAT WOULD BE YOUR VISION OF SUCCESS FOR HRCP AT THE END OF 2021?

That we are continuing to work with our constituents and are progressing well down the road of recovering from the impacts of the pandemic. Our community is thriving.

WHAT DID 2020 TEACH YOU ABOUT BETTER SERVING DENVER RESIDENTS? It didn’t teach me anything new but it truly reinforced the importance of collaborative partnerships with problem-solving and serving our residents. It forced us to truly collaborate and communicate better than ever in order to be effective. It was a defining time for all of us. I was incredibly impressed but not surprised with how our agency staff didn’t fall into blame or excuse mode and instead, adapted and continued to serve our residents with even more determination and effort than before.

To be a successful staff member in HRCP, you must have a public servant mindset — it’s a calling and not just a job. The staff defined themselves very well overall and put in a lot of extra hours to serve our community.

WHAT DO YOU SEE AS THE CITY'S BIGGEST CHALLENGE AND WHAT ROLE DO YOU SEE HRCP PLAYING TO MEET THAT CHALLENGE? Ongoing recovery with our residents and non-profits through an equity lens. Some residents and non-profits may need extra supports to reach the same level of recovery as others. To be impactful, a one-size-fits-all approach will not work. I expect us as an agency to step up to the challenge and I’m confident we will do so with our internal and external partnerships.

DID YOU KNOW...

The Denver Office of Nonprofit Engagement (D-ONE) is one of the offices within HRCP? HRCP works to create lasting change for Denver's residents through advocacy, capacity building, partnerships, community engagement, and direct services.

HRCP offices include:

Anti-Discrimination Office Division of Disability Rights Office of Community & Veteran Affairs Office of Financial Empowerment & Protection Office of Immigrant & Refugee Affairs Office of Sign Language Services Office of Storytelling Office of Strategic Partnerships Office on Aging CLICK HERE TO VISIT THE AGENCY WEBSITE

FEB/MAR 2021 | ISSUE 03

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NONPROFIT SPOTLIGHT

COMPOUND OF COMPASSION https://compassion4free.org/

Compound of Compassion was

Compound of Compassion also has

started as a way to develop

an LLC called Infinite Compassion,

affordable housing and help people

which provides services to those

experiencing homelessness,

living in the Denver/Metro area with

especially individuals ages 18-24

intellectual and developmental

because they are so often forgotten.

disabilities. Many of the services at

Compound of Compassion hopes to

Compound of Compassion are based

build pockets of safe havens for

on lived experiences. The founder,

different demographics of people

Shana Shaw, developed services

and achieve an example of a healthy

based on the needs she saw within

community that thrives within itself

her own family and community. One

and is people-based and people-

of the Compound’s programs

driven.

Generation Drive-Thru came to fruition with the help of Shana’s

Compound of Compassion has

own children who want to fill gaps

wellness programs for single

they see in society.

mothers, veteran and disability services, and a youth and young adult entity called "Generation Drive-Thru," which has soared in COVID. The Compound connects people to halfway homes and affordable housing where people can transform in a holistic way.

06 FEB/MAR 2021 | ISSUE 03

Compound of Compassion, started in 2017, aims to provide a self sustainable environment created to encourage a safe place of healing for youth, young adults, veterans, and seniors. The main goal of the Compound is to meet community members where they are and facilitate their metamorphosis and transformation through diversion, inclusion, and redirection.

continued from page 06

COMPOUND OF COMPASSION HAS DONE TREMENDOUS WORK FOR THE DENVER COMMUNITY.

In July, they fed over 500 people at Feed the Teens. They deliver 200 meals every single day (Monday through Friday) to people who are homeless and/or at risk. They also started snow removal in the fall for the elderly community and individuals who are ill from COVID or other illnesses.

Working towards this mission in 2020 has been bittersweet. The Compound has suffered some major losses from COVID and gang violence. However, many programs have been recognized by the city of Denver, and our children of color leading programs at Compound of Compassion, have flipped the usual narrative as they were recognized on the news this past summer for transformative programs, like the Safe Zone events, showing more positive stories instead of

The youth and young adult group at Compound of Compassion are encouraged

criminal stories.

to come up with and implement community programs. For example, the youth group started Safe Zone events over the summer to create safe places for kids

Shana is hopeful for the future because

to go on the weekends to socially distance themselves and be outside without

she believes Compound of Compassion

fear of experiencing violence.

will be known nationwide and everyone will know they are a safe place for

Compound of Compassion is actively trying to break generational curses. One

everyone to come. Shana invites anyone

household has multiple generations and each one has different needs. Shana

to come and bring their energy, love, and

proudly advertises that the Compound has something for every generation that

light to the Compound.

will allow them to gain knowledge on how to live a sustainable life.

The Denver Office of Strategic Partnerships (DOSP) will be officially changing its name to the Denver Office of Nonprofit Engagement (D-ONE) to better reflect the work they do to support Denver’s nonprofit sector.

Photo by Markus Winkler on Unsplash

07 FEB/MAR 2021 | ISSUE 03

(DOSP) HAS OFFICIALLY CHANGED ITS NAME TO THE “DENVER” OFFICE OF NONPROFIT ENGAGEMENT (D-ONE)

WHAT’S IN A NAME?

IN WILLIAM SHAKESPEARE’S CLASSIC, “ROMEO AND JULIET,” JULIET ASKS THE QUESTION, “WHAT’S IN A NAME?” H E R Q U E S T I O N S U G G E S T S T H A T N A M E S I N A N D O F T H EMS EL VES DO N O T H O L D W O R T H O R M E A N I N G A N D A R E J U S T L A B E L S T O DI S T I N G UI S H O N E PERSON OR THING FROM ANOTHER. FOR JULIET, SHE WAS TRYING TO C O M M U N I C A T E T H A T I T W A S A B O U T T H E M A N S H E L O V ED — T H A T B A D C A T R O M E O , A N D H O W S H E W O U L D H A V E L O V E D H I M R EG A R DL ES S O F WHAT HIS LAST NAME WAS.

NAMES DO MATTER. Just ask any branding expert. Repeatedly, they will tell you that a business name should define who you are, and clearly communicate what you do or sell. The right name can possess the power to influence, to easily inform, and is often your first impression with customers — what customers you ask?

Well, those folks whose lives you promise to impact through mission. (Shhhhh…don’t tell anybody…but I learned that from Karla Ranes’ new book, “Differentiated!")

Just look around the city.

Most departments have names that clearly communicate what they do and who they serve, like: “Arts & Venues,” or “Economic Development,” or the “Department of Housing Stability.” That is especially so in our own agency “Human Rights and Community Partnerships,” where we have departments called, the “Office of Storytelling,” “Office on Aging,” and the “Office of Immigrant and Refugee Services” to name just a few. All have built-in their names a nod to what they do and who they serve.

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NOW WHILE I WOULD NEVER QUESTION BILLY SHAKESPEARE’S THINKING.

continued from page 08

Photo by Bruno Martins on Unsplash

WHY THE CHANGE? It is no different for the Office of Strategic Partnerships. Our work deeply involves engaging, strengthening, and advocating for nonprofits — nonprofits that play critical roles in helping the city deliver needed services to its residents. While that mission will not change, we felt it was time to have a department name that clearly speaks to who we serve and what we do.

With that, we requested and were approved to officially change our name to the Denver Office of Nonprofit Engagement, or “D-ONE” for short. Our mission will not change but now our name clearly communicates whose lives we are looking to impact through mission work. While it was not our intention to be disrespectful to the original name of the office, we felt that too many in the broader community and even inside the city did not fully understand our office and who we serve.

As a result, we felt it became a little too easy to discount the office and not include it in critical conversations related to nonprofit contracting, budgeting, grantmaking, or just general involvement in the city’s overall body of work around nonprofits — making it even more difficult to improve necessary processes related to how the city goes about meeting the needs of that sector.

In Shakespearean form, I leave you with, “O D-ONE, D-ONE! Wherefore art thou D-ONE?” Okay…too much? Well, we cannot help it. We think nonprofits rock, and we are excited to now have a name that clearly shows the city’s commitment to that sector!

100 NONPROFIT PROFILES Our office is spotlighting 100 nonprofits across the Denver Metro area to raise awareness about the sector, build stronger partnerships and collaborations, and draw attention to some amazing nonprofits.

The purpose of our project will be to highlight the contributions and impact of the nonprofit sector in Denver and showcase the diversity and breadth of their work.

Be on the lookout at the end of March for the profiles we have spotlighted so far and learn more about local nonprofits. Be sure to visit the nonprofit's websites and like them on social media!

FEB/MAR 2021 | ISSUE 03

09

COMMISSION UPDATE

"Like many parts of the economy, the nonprofit sector in Denver is in dire straits."

Our first recommendation from that report was to form a Mayoral Task Force to fix the contracting issues within the city and address numerous other items raised by the report, including lack of general operating funds across the sector, and solutions to scaling up nonprofits to meet rising demand. The worldwide COVID-19 pandemic only served to exacerbate these problems, and escalated the struggle for survival for a majority of Denver’s nonprofits.

For us at the Commission, the last year has heightened the need for our voice within the City to advise the Mayor on issues affecting the nonprofit sector. Thankfully, the Mayoral Task Force on Nonprofit Wellbeing will convene for the first time in March 2021 to address the recommendations from the report. Our Commission, in partnership with the Office of Nonprofit Engagement, will work to center Denver’s nonprofit sector in all recommendations that come out of that task force. Our focus will be to ensure that contracting issues within the city are at the core of those discussions and will be soliciting specific stories from Denver’s nonprofits to help add an important qualitative layer to the data from the report.

Finally, and most urgently, the Commission is focused on advising the Mayor on ending the traumatic displacements of our unhoused neighbors. Our nonprofit partners that serve those experiencing homelessness have reported to us that their jobs are made more difficult and their constituents harder to serve every time they are displaced due to enforcement of the urban camping ban. Earlier this year, our Commission sent a letter to the Mayor asking for a halt to these traumatic displacements and to focus more efforts on creating safe spaces for our unhoused neighbors complete with sanitation services, trash service, and handwashing stations. Our nonprofit partners tell us these actions will provide the necessary stability for their constituents to move to more stable, permanent housing. We will continue to advise Mayor Hancock that the current policy is undermining Denver’s efforts to effectively serve our unhoused neighbors.

Over the next couple of months, the Strategic Partnerships Commission will be recruiting new commissioners dedicated to the health of Denver’s nonprofit sector.

If you are passionate about the sector and the issues above, please reach out to me directly at ben@bebalanceo.com for more information.

In solidarity, Ben Weeda Chair, Denver Strategic Partnerships Commission

Commissioners Ben Weeda, Chair Lydia McCoy, Vice-Chair Alison Adsit, Secretary Tracey Stewart, Commission-At-Large Tiana Nelson, member Dee Dee DeVuyst, member Mary Coleman, member Gerardo Lopez, member Meredith Hintze, member Erika Righter, member Jason Salas, member

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Pre-COVID, nonprofits were facing budget shortfalls, displacement issues due to rising property costs, and the resulting rise in demand for their services due to the ballooning cost of living.

We know this from data gathered in the Denver Nonprofit Wellbeing Report, done by the Denver Office of Nonprofit Engagement in partnership with us at the Strategic Partnerships Commission.

We learned a lot from the 303 Denver nonprofits who responded in late 2019, specifically that the process to contract with the City was in need of a major overhaul. Some of these issues within the contracting process have kept nonprofits from working with the City, meaning that they would forego a coveted nonprofit funding source because of the amount of red tape, trust issues, and a “big dog mentality” that made working with the city undesirable.

NONPROFIT TASK FORCE

Taking a 360-degree look at how the city engages, funds, and utilizes its nonprofit sector.

Photo by You X Ventures on Unsplash

With its brand-new name, the Denver Office of Nonprofit Engagement (D-ONE) will be launching a “nonprofit task force” in March 2021 that will take a 360-degree look at how the city engages, funds, and utilizes its nonprofit sector. With the city’s current environment being shaped by shrinking budgets, a challenging economy, the impacts of COVID-19, and an increased need for more services, there is not a more important time than now to stop, reflect, and then ACT to support the nonprofit sector as they look to recover.

In response to the 2020 Wellbeing of Nonprofits Report, the Denver Office of Nonprofit Engagement (D-ONE) is launching a Nonprofit Task Force to take a 360-degree look at the city’s process for providing grants and contracts to Denver-based nonprofits. The charge to the Task Force is to develop a set of recommendations that will drive the work of D-ONE from 2021-2024.

The Task Force will consist of 25-30 individuals from inside city government and from the foundation and nonprofit sectors.

WHY IS SUCH A TASK FORCE NECESSARY In 2020, the Strategic Partnerships Commission and D-ONE released a report outlining the needs and struggles of nonprofits in Denver, including those working directly with the City and County of Denver.

Denver is home to 12,430 nonprofits, generating $20 billion, and more than 120,000 jobs.

The report captured the challenges many nonprofits are facing themselves while delivering needed services to Denver residents.

The report also serves as a critical tool to help strengthen the relationship between the nonprofit sector and the City & County of Denver. Furthermore, COVID-19 has profoundly impacted the nonprofit sector.

In late May 2020, the Strategic Partnerships Commission and D-ONE presented the report and findings to Mayor Michael B. Hancock during a virtual meeting, along with a set of recommendations aimed at responding to the findings of the report. Mayor Hancock received the report and pledged to the commission a response to these findings by the end of July.

“I cannot overstate the value of the nonprofit sector in Denver,” Mayor Hancock said. Nonprofits are our partners in serving some of the neediest and hardest to reach residents, so we can never thank them enough. Like so many other sectors in our city, they have been impacted extremely hard by this ongoing pandemic. But these are challenges the city is committed to helping to solve.”

One of the key recommendations in the report to the Mayor was for the creation of a Task Force that would take a 360-degree look at how nonprofits are engaged, funded, and utilized—with a specific emphasis on the nonprofit contracting process. In July 2020, Mayor Hancock responded to the report and charged the Denver Office of Nonprofit Engagement will convening and managing the Task Force.

You can read the full Nonprofit Wellbeing Report here.

WHAT IS THE ENDGAME FOR THE TASK FORCE? The endgame for the Task Force is the creation of a “Nonprofit Manifesto” with a set of recommendations that will drive the work of the Denver Office of Nonprofit Engagement for the next three years.

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WHAT IS THE NONPROFIT TASK FORCE?

continued from page 11 WE HEAR THE CITY’S PEAK ACADEMY HAS ALSO CONVENED A WORKING GROUP THAT IS EXPLORING HOW TO IMPROVE THIS PROCESS — HOW WILL THEIR WORK IMPACT THIS WORK? Yes, Peak Academy has convened a working group that is also looking to figure out how to improve the city’s contracting process. However, their work is focused on expenditure contracts, broadly. D-ONE and Peak Academy are working closely together to ensure there is not a duplication of efforts. In fact, leadership from the Peak Working Group will be one of the groups presenting to the Task Force to share what they have discovered and to inform the final recommendations. In addition, the D-ONE Director has joined the Peak Academy Working Group and will frequently report-out on the work of the Task Force. Ultimately, the two groups will combine the results of their work to provide an overriding report on strategies to improve the city’s overall contracting process. If you have specific questions about Peak Academy’s Working Group, please email peakacademy@denvergov.org.

WHO IS COORDINATING THE WORK OF THIS TASK FORCE? The convening and work of the Nonprofit Task Force will be managed by the Denver Office of Nonprofit Engagement. Task Force meetings will be professionally facilitated by Denver strategic planning company — Alchemy Strategy Group.

HOW WILL THE TASK FORCE WORK? The Task Force will utilize a “Senate Hearing” style model where Task Force members will hear “testimonies” from a variety of issue related groups, including purchasing professionals, contract administrators, general agency managers, the Strategic Partnerships Commission/Wellbeing Report Working Group, nonprofits, nonprofit advocates, and foundation execs. In addition, the Task Force will analyze existing marketplace data and combine it with what they learn from the “hearings” to develop a final report.

WHO WILL BE ON THE TASK FORCE & HOW WERE THEY SELECTED? Members of the Task Force will come from a variety of internal and external places—but all with some impact on the city’s nonprofit contracting and support process. Specifically, groups to be represented on the Task Force will include small nonprofits (w/budgets under $500k), foundation execs, other nonprofit advocacy groups, city contract administrators, the Strategic Partnerships Commission, the GPAC group, City Council, and the Mayor’s Office. Individuals from these groups were selected by D-ONE because of their influence on the nonprofit contracting process and their desire to thoughtfully improve the process.

WHO WILL “TESTIFY” OR PRESENT INFORMATION TO THE TASK FORCE? We are targeting sets of folks to testify from specific groups including small nonprofits (w/budgets under $500k), foundation execs, other nonprofit advocacy groups, city contract administrators, the Strategic Partnerships Commission's Nonprofit Wellbeing Report Working Group, the GPAC group, and Peak Performance. Our intent is to have panels of 3-5 people from each of these groups present to the Task Force.

OF THE GROUP’S THAT TESTIFY, HOW WERE THEY CHOSEN?

HOW LONG WILL IT TAKE THE TASK FORCE TO COMPLETE ITS WORK? We are anticipating a total of 7-ish total meetings. We are currently working with the facilitator on the final first meeting details, but preliminarily, we are looking to meet over the course of 3-4 months with an anticipated report being made available in late June/early-July 2021.

Photo by AbsolutVision on Unsplash

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Like the members of the Task Force, individuals from these groups were selected by D-ONE, in consultation with the Commission, and the facilitator because of their influence on the nonprofit contracting process for the city and their desire to thoughtfully improve the process.

E-GUIDES FOR NONPROFITS

COVERING THE BASICS THE DENVER OFFICE OF NONPROFIT ENGAGEMENT (D-ONE) IS THE LIAISON BETWEEN THE CITY AND ITS NONPROFIT SECTOR. WHILE CONNECTING WITH NONPROFITS OVER THIS PAST YEAR, D-ONE REALIZED HOW GRANT WRITING AND THE CONTRACTING PROCESS CAN BE BURDENSOME AND STRESSFUL FOR NONPROFITS, ESPECIALLY WHEN MOST HAVE BEEN REINVENTING PROGRAMS TO ENGAGE THEIR COMMUNITIES AND DONORS DURING COVID-19.

WE DECIDED TO BEGIN A SERIES OF E-GUIDES THAT AIM TO BE A RESOURCE FOR NONPROFITS AS THEY CONTINUE TO INNOVATE AND PERSEVERE THROUGH THE CHALLENGES OF TODAY.

D-ONE currently has two e-guides published on its website, “Grant Writing 101” and “Doing Business with the City.”

Grant Writing 101 is meant for nonprofits looking to learn basic information about writing a grant proposal. There are many resources on the internet to help nonprofits write the “best” or “winning” grant proposal but with so many resources, it can be hard to tell which advice or template to follow.

Our Grant Writing 101 e-guide is meant to be one cohesive resource that combines outlines of grant proposals and tips and tricks to help nonprofits write a concise and convincing proposal.

Our Doing Business with the City e-guide is meant for nonprofits looking to contract with the city. In this e-guide, we take a look at the contracting process and walk through the timeline, documents needed, and the step-by-step process that nonprofits go through when they contract with the city. This guide is helpful to any nonprofit that hasn’t contracted with the city before and wants to know more about the process before looking for a contract or submitting a proposal.

Reading this e-guide can help nonprofits know exactly what to expect when contracting with the city.

While Grant Writing 101 and Doing Business with the City are D-ONE’s first two e-guides, there’s more to come in the future. As the liaison between Denver and its nonprofit sector, D-ONE strives to be a reliable and supportive resource hub for nonprofits, whether they’re looking to partner with the city or learn more about how to stand out in a grant proposal.

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Both e-guides include sample document lists, Denver City and Countyspecific information or documents, and helpful tips for writing a proposal. Our hope is that these e-guides can be a resource for nonprofits looking to get off the ground, increase funding, or refresh their knowledge on either of these topic areas. With the creation of these e-guides, D-ONE is hoping to eliminate some of the work that nonprofits usually have to do on the front end of a project so they can keep their focus on serving and engaging with Denver residents.

NEIGHBORHOOD EQUITY AND STABILIZATION (NEST)

Photo by Andrew Coop on Unsplash

The Neighborhood Equity and Stabilization (NEST) Program, a Division of Denver Economic Development and Opportunity (DEDO) envisions vibrant, innovative, and interconnected communities with the means and opportunities to make a home, get a job, and build a future. Their mission is supporting neighborhoods experiencing significant change to elevate their voice in determining the future of their community by empowering under-resourced and marginalized residents and businesses. In the summer of 2020, NEST received federal COVID Relief Funds (CRF) to administer to the community in the form of grants to nonprofits impacted by COVID-19. CRF had to be spent by the end of the year, and through five rounds of funding, NEST, with the help of its fiscal administrator partner Colorado Nonprofit Development Center (CNDC), administered a total of $3,217,239 to 301 organizations.

Katherine Jarvis, NEST Program Manager, took the time to speak with us and share more details on their grant process and support to the nonprofit sector.

HOW DID NEST DETERMINE THE FUNDING PRIORITIES AND FOCUS FOR THE COVID RELIEF FUNDS?

IN WHAT WAYS DOES NEST ENGAGE NONPROFITS TO HELP EVALUATE THE GRANT DEVELOPMENT PROCESS?

We wanted the program to be accessible to any organization that was struggling with COVID related revenue loss, so we really prioritized certain neighborhoods which aligned with the NEST neighborhood-based strategy. Through the process it became clear that many small nonprofits weren't able to provide the financial documentation that we required and so we've learned that there's a real need for technical assistance around financial documentation, tracking, and applying for funding. So, we addressed that by bringing in Point b(e) Strategies as a partner for the last two rounds of the grant to help applicants with putting together their financial documentation and making sure that they had what we required of them. I think a lot of organizations have experienced greater demand for their services during COVID, and there's a lack of funding to support this increased demand, and the organization's staff time, as well as the needs of their constituents. Speaking for our NEST neighborhoods, a lot of these organizations are the backbone of these communities and people continue to rely on their services whether they have those resources or not and we need to help close the gap - the city can't do it on their own. I think it's going to take a lot of us in the funders community to come together and figure out how to address this.

We partnered with the Colorado Nonprofit Development Center (CNDC) to serve as the fiscal administrator of the funds and in addition to that, they provided a lot of guidance on how to design and improve the process along the way. We chose CNDC as our partner not only because of their history working with small grassroots organizations, but also because of their capacity to quickly distribute funds to awardees, which is a huge benefit to struggling organizations. CNDC has the expertise in the needs and capacities of the organizations, and we got a lot of helpful feedback from applicants and awardees that we tried to incorporate throughout the process. I am hoping that we can continue to evaluate all the feedback that we got in a more intentional way and try to improve the process even more.

We sent out a follow up survey to get an idea of how funds were used to determine future needs. Although, our main criteria were to ensure we got the funding to organizations who need it, and what we were really aiming for was to not create a process that was super burdensome to the grantees by requiring reports from the organization on how they spent their funds. Nonprofits are already experiencing increased demands on their time, so we wanted to make sure the funds were going to address COVID related needs and not require a lot of reporting and documentation on the back end once they receive the funds.

Applicants need technical assistance. We've heard from multiple departments that the same organizations tend to be funded repeatedly, and it's because they have the capacity to apply for city funding and know how the process works because they’ve been through it before. To NEST, this becomes an equity issue when these smaller grassroots nonprofits are consistently unable to access funds due to a lack of capacity, experience, or knowledge of city processes and how to apply for and access funds. We would highly encourage other departments to adopt the model that we used with Point b(e) Strategies. With the technical assistance from Point b(e) Strategies, we saw a 12% increase in the rate of organizations who successfully completed the grant application and were subsequently awarded. I think if the city did more to support applicants for funding, then we might see a greater variety in the kind of organizations funded.

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HOW DID NEST EVALUATE THE IMPACT OF THE FUNDS?

WHAT HAS THE NEST TEAM LEARNED THROUGHOUT THE ADMINISTRATION OF THE GRANTS THAT MAY HELP OTHER CITY ENTITIES IN THEIR GRANT/CONTRACT PROCESSES?

continued from page 14

I think it'd be great to do an equity audit of the entire end-toend contracting process to ensure that we're not intermittently placing barriers to smaller organizations participating. We would also recommend providing education training and technical assistance to small nonprofits to help them get in place the documents required to enter into a contract with the city which is something we are working on with the Office of Nonprofit Engagement (D-ONE) and with our partners at Point b(e) Strategies and CNDC to really work on getting programming in place.

WHAT CHANGES HAS NEST NOTICED IN TERMS OF NONPROFIT NEEDS OVER THE PAST YEAR? I think the needs of nonprofits have stayed consistent, but the demand for services is great, and many organizations continue to struggle to remain open and keep up with regular expenses like rent, utilities, and staff salaries. This has always been an issue for some organizations, but I think COVID has really exacerbated the challenges, particularly for small nonprofits.

AS WE LOOK AT THE RECOVERY OF THE NONPROFIT SECTOR IN 2021, HOW CAN WE BETTER DETERMINE THE NEEDS OF ORGANIZATIONS? I think the NEST team would say this question should be directed back to the community and ask, “What do you need from nonprofits and from the city, and how can we support you as residents in these historically underserved communities?”

IN TERMS OF BUILDING CAPACITY, CAN NEST OFFER SUGGESTIONS IN AREAS TO FOCUS ON IN SUPPORTING NONPROFITS AS WE MOVE INTO 2021 AND BEYOND? We need to provide financial training from the basics up to more advanced skill levels and really help level the playing field. I think some organizations understand the fundamentals but aren't ready to provide the kind of documentation the city requires of its contractors. I think it's our job as public servants at the City to ensure we have a strong pool of providers we can work with to support residents in every community.

If you are interested in connecting with NEST, please send them an email at NEST@denvergov.org Visit their website here

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Photo by Andrew Coop on Unsplash

FEB/MAR 2021 | ISSUE 03

WHAT CHANGES WOULD NEST LIKE TO SEE IN THE GRANT/CONTRACTING PROCESS IN CITY GOVERNMENT TO BETTER CREATE A SYSTEM THAT IS EASILY NAVIGATED AND VALUABLE TO NONPROFITS?

2020 ANTI-DISPLACEMENT REPORT

RADIAN ISSUES 2020 ANTI-DISPLACEMENT REPORT THAT CAPTURES STATE OF NONPROFITS AND THEIR PLACES OF OPERATION With support from the Denver Office of Nonprofit Engagement (formerly the Denver Office of Strategic Partnerships/DOSP), Radian has delivered their 2020 Anti-Displacement Report that investigates the impacts of displacement on nonprofits as they deal with the effects of COVID as well as marketplace real estate challenges.

In total, 73 mission-driven organizations, serving a wide variety of populations from low-income to persons with disabilities to immigrants and refugees, responded to the survey. Organizations range in age from start-ups to 162 years operating with a healthy mix of owners and renters.

In conclusion, nonprofits in 2020 were overwhelmed and under-resourced, and in many cases, additionally stressed by their rent and mortgage obligations. Nonprofits will require additional financial and programmatic support in 2021 while they take the time required to adapt to and recover from the after-effects of a global pandemic and subsequent economic recession.

CLICK HERE TO READ THE FULL REPORT.

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According to Radian, Denver nonprofits are highly vulnerable to involuntary displacement due to rising real estate costs and COVID-related pressures, leaving the communities they serve at risk of not having access to critical services. While it is too soon to grasp the full impact of COVID-19, nonprofits are being, even more, cost-conscious and creative to best meet the needs of the communities they serve. While many nonprofit renters are re-evaluating and negotiating current and future leases, several nonprofits who own their spaces are looking to relieve economic pressure by renting out unused space.

WELCOME TO THE TEAM!

Jessica Jorgensen Jessica Jorgensen is the new Contract Administrator for the Agency for Human Rights and Community Partnerships.

Jessica brings over ten years of government experience and expertise in contract management, administration, community engagement, process improvement, and data and research work. She possesses a strong work ethic, a commitment to public service, and a lifelong passion for learning. Jessica received her master’s degree in public policy and her bachelor’s degree in sociology from the University of Denver. Jessica is a Colorado native, born and raised in Pueblo. She greatly enjoys the outdoors and can be found hiking trails all over Colorado in the summer.

Once winter comes, she trades in her hiking boots for snowshoes. She’s married and has two cats and two dogs – which she often refers to as her “animal farm.”

Julia Mahoney Julia Mahoney is the new Denver Office of Nonprofit Engagement Evaluation and Research Intern. Julia received her master’s degree in International Disaster Psychology: Trauma and Global Mental Health from the University of Denver and is currently earning a graduate certificate in program evaluation through Michigan State University. Her academic background includes topics such as human services program evaluation, crisis, and culturally-informed mental health care, and health psychology. Julia has interned and worked for many nonprofits in Denver and internationally as a mental health clinician and researcher, working with marginalized populations.

CHECK OUT OUR FACEBOOK! Want to see what is happening in our office and around the city in the nonprofit sector?

Well, if you’re not following us on Facebook already, you should be! It’s where we post engaging content, city resources, nonprofit news, and more.

So check us out now (we’re @DenverONE) and let us know what you think of our posts!

CLICK HERE TO VISIT OUR FACEBOOK

Photo by Solen Feyissa on Unsplash

FEB/MAR 2021 | ISSUE 03

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Want to get up close with our projects and initiatives?

About BUILD

A mission-driven workspace in Denver for community-serving organizations to connect, collaborate and create positive impact.

Amenities

Click here to learn more about BUILD

We are excited to offer 50% off rent for office space at BUILD from now through the end of June 2021!*

We are ready to reBUILD! Now offering 50% off co-working spaces for community-serving organizations

In response, we are creating opportunities for nonprofits to have safe access to office space at BUILD, as well as the intangible benefits of community and belonging, shared resources and ideas, and opportunities to partner and collaborate *contingent upon a 12-month lease..

Email build@radianinc.org to learn more or schedule a tour.

18 FEB/MAR 2021 | ISSUE 03

After an unprecedented year in 2020, Radian is embracing the complexity of the moment to be creative, responsive, and adaptive to the needs of nonprofits throughout Denver. In 2020, nonprofits were overwhelmed and under-resourced, and additionally stressed by their rent obligations (we know, because we felt it too). As we collectively continue to adapt and recover from the effects of the global pandemic, we hope to relieve some of this stress for Denver-based nonprofits.

FOR LEASE - 2900 DOWNING STREET, UNIT AA

View City's RPF here OFFICE SPACE AVAILABLE FOR RENT First Baptist Church of Denver has 2 small offices on the second floor for rent in their building.

Available immediately.

2nd Floor 19’x12’ office space available, $400 a month.

2nd Floor 17’x12’ office space available, $350 a month.

First Baptist Church of Denver’s building is ADA compliant. There is an elevator.

For questions or to arrange a tour, please email Kenton : Propertychair@rethinkbaptist.org

19 FEB/MAR 2021 | ISSUE 03

Carpets have been cleaned and the walls freshly painted.

Like new.

Several conference rooms available at discounted rate for building partners.

Parking spaces available, also at discounted rate.

AV equipment is available for any room..

THE WELL-BEING OF NONPROFITS IN DENVER

Photo by Andrew Coop on Unsplash

A BLUE PRINT FOR CHANGE The Denver Office of Nonprofit Engagement and the Denver Strategic Partnerships Commission have created and released "The Well-being of Nonprofits in Denver," a report on Denver's nonprofit community.

The report includes:

The information in the report is based on qualitative interviews with nonprofits and survey responses from a little over 300 nonprofits. This research provided information on the staffing, financial, and contracting challenges nonprofits are facing.

RECOMMENDATIONS Recommendations were created from the challenges identified by the research performed. These recommendations aim to help improve nonprofit sustainability and the nonprofit community's contracting relationship with the City and County of Denver.

ACCESS THE REPORT HERE

20 FEB/MAR 2021 | ISSUE 03

RESEARCH

CURATE | CONVENE | CAPACITY BUILDING

WE'RE ALL IN! FOR DENVER'S NONPROFIT COMMUNITY

PLEASE VISIT OUR WEBSITE Photo by Hudson Hintze on Unsplash