Mile High Nonprofit (Issue #2) by D-ONE2023

MILEHIGHNONPROFIT

CONTENTS ISSUE #2 OCTOBER/NOVEMBER 2020

in this issue EDITOR’S NOTE

Recovery is the name of the game for Denver nonprofits

INSIDE THE CITY

Denver recognized for innovative Youth Violence Prevention Work

INSIDE HRCP

8 HRCP is home to the city’s Census work PROJECT WATCH

9 National Western carves out place for nonprofits

ECOSYSTEM BUILDING

NONPROFIT SPOTLIGHT

Kansas City-based Ewing Marion Kauffman Foundation shares insights with DOSP on the parallels between small business and nonprofit ecosystems

Denver Dumb Friends League

THE ACADEMY

Women’s Foundation pivots fundraising to adjust to impacts of COVID19

GPAC Day 2020 gives area nonprofits a look behind the curtain of city contracting

NEXT ISSUE: (DECEMBER 2020): COMMISSION GETS NEW LEADERSHIP FOR 2020

Local nonprofits gather for 2nd Annual $ave Green | Be Green Conference to explore ways to shrink environmental foot prints for their organizations.

ARTS & VENUES OFFERS COVID RELIEF GRANTS FOR ARTISTS & VENUES

DOSP and the Strategic Partnerships Commission issues report on the well-being of local nonprofits. Over 300 area nonprofits weighed in on the current state of their organizations

editor’snote

MILEHIGHNONPROFIT OCTOBER/NOVEMBER 2020 CITY GOVERNMENT

Mayor Michael B. Hancock

Executive Director

Recovery.

Human Rights and Community Partnerships Derek Okubo

Recovery is the name of the game for Denver’s nonprofit community right now. Recovery that has to occur as they face increased demand for their services due to the impacts of a pandemic, social unrest, and an uncertain national economic outlook. The Office of Strategic Partnerships is looking to play a key role in framing and sustaining a healthy “ecosystem” for the nonprofits in the city. We are looking to nurture innovation, collaboration, high impact planning and implementation, and ensure Denver is home to a sustainable nonprofit network. We also want to contribute to the creation of an environment that values the social sector just as much as the for-profit sector and its impact on the drivers of community economic development—all while seeking creative solutions to social problems. That’s whey we looked to Kansas City to the Kauffman Foundation and here locally to the Women’s Foundation of Colorado. Both organizations share valuable lessons with us that we will use to guide our efforts. In addition, we shine a light on the Denver Dumb Friends League as a nonprofit that is pivoting to deal with the impacts of the current environment while continuing to provide award-winning service to our beloved furry friends. And there so much more to discover in this issue...so enjoy!

Wil Alston Editor & Director Denver Office of Strategic Partnerships

PUBLISHING TEAM

Advisors Rowena Alegria Theresa Marchetta Derek Okubo

Editor Wil Alston, Director Denver Office of Strategic Partnerships DOSP Team Kevin Dodge | Lorelei Johnson Jessica Jorgensen | Dr. Ken Seeley Contributing Writers Ewing Marion Kauffman Foundation Denver Dumb Friends League Denver Arts & Venues Youth Violence Prevention Action Table Denver Office of National Western Women’s Foundation of Colorado Kaye Kavanaugh-Census

Published by the Denver Office of Strategic Partnerships Wellington Webb Building 201 W. Colfax Ave. Dept. 1102 Denver, CO 80202

info@denvergov.org/strategicpartnerships www.denvergov.org/strategicpartnerships

720-913-8852

GRANT OPPORTUNITY: ARTS & VENUES OPENS APPLICATIONS FOR $1M IN COVID19 RELIEF FUNDS TO ASSIST INDEPENDENT ARTISTS AND VENUES IN DENVER ing severe financial distress. The funds will also assist artists and venues owned by or supporting historically marginalized communities, including Black, Indigenous, People of Color (BIPOC), LGBTQ+ and people with disabilities, who remain financially vulnerable to impacts of the COVID-19 crisis.

The City and County of Denver plans to infuse another $25.6M in federal Coronavirus Relief Funds (CRF) into the local economy, and as part of that initiative Denver Arts & Venues opened two new grants on Monday, Oct. 5, to provide financial assistance to Denver’s cultural sector. As part of the Coronavirus Aid, Relief, and Economic Security (CARES) Act, Denver received $126.8M in federal funding on April 21, deploying $20M in Phase 1 funds on May 29, and $25.6M in Phase 2 funds Oct. 5. With Phase 2 funding, Arts & Venues will distribute up to $700K to Denver’s independent performing arts and music venues and up to $300K to individual artists currently residing in Denver. “The COVID pandemic has had a devastating impact on our creative arts community and the venues and employees who support it,” Mayor Michael B. Hancock said. “These phase two funds will help provide

some relief until we are all able to once again safely enjoy the work of the talented artists who are the foundation of Denver’s rich, creative culture.” Arts & Venues will accept applications for both the Denver CARES Artist Relief Fund and the Denver CARES Venue Relief Fund from Oct. 5, 12 p.m. through Oct. 18, 11:59 p.m. Arts & Venues is committed to an inclusive and equitable review and selection process. The review panel is comprised of mayorappointed members of the Denver Commission on Cultural Affairs. All applicants will be notified of their application status within 30 days after the application deadline. RedLine Contemporary Art Center will work in partnership with Arts & Venues to administer funds to awardees. The funds will respectively prioritize artists and profit and not-for-profit venue operators who are experienc5

“We know how important it is to support our creative community in Denver. Between April and July, Denver’s creative industries lost an estimated 30,000 jobs and $1.4 billion in sales due to the COVID-19 crisis,” said Ginger White, executive director of Denver Arts & Venues. “We will continue to advocate for direct funding for our artists and the independent performing arts and music venues across Denver that were among the first to close and will be the last to reopen fully.” The Denver CARES Artist Relief Fund will provide $1,000 grants to individual artists residing in the City & County of Denver who are suffering as a direct result of the COVID19 pandemic. Similarly, the Denver CARES Venue Relief Fund will provide grants of up to $25,000 to operators of independent music and performing arts venues located in the City & County of Denver who are financially impacted by the COVID-19 pandemic. Full guidelines and criteria are now available at artsandvenues.com/ caresforartists and artsandvenues.c om/caresforvenues and application links became live on Monday, Oct. 5, at 12 p.m.

OFFICE NEWS

DOSP WELCOMES ABOARD TWO NEW INTERNS Hannah Tomaszewski, University of Denver Hannah Tomaszewski is passionate about social justice, community change, and organizational development. She is currently earning a dual master's degree in organizational leadership and social work at the University of Denver. Hannah spent the past two years working at City Year Chicago, an education non-profit working to help high-need students and schools succeed. She spent her first year with the organization as a mentor and tutor to 5th grade students and her second year as a team leader of five AmeriCorps members working to support students, connect families, and affect positive change in marginalized and under-resourced Chicago schools.

Quinn Schulz, CU-Boulder Quinn Schulz is a fourth-year student at the University of Colorado in Boulder, studying Public Economics and Political Science. From the beginning of this year until August, he was an intern at Genscape in Boulder learning about the global oil supply chain. While there, Quinn did research regarding the increasing role of Chinese finance in the Middle East, as well as a future energy market forecast with respect to green energy sources. His academic background includes topics such as the economics of welfare policy in the labor market, constitutional politics and law, as well as environmental policy studies.

GRANT OPPORTUNITY

INSIDE THE CITY DENVER RECOGNIZED NATIONALLY FOR INNOVATIVE WORK TO REDUCE VIOLENCE AND INCREASE OPPORTUNITY AMONG YOUTH

Mayor Michael B. Hancock today accepted the Cities United ‘City’ Award for Denver’s longstanding work to confront youth violence and increase opportunities in under-resourced neighborhoods, including its ongoing work in approaching youth violence as a public health crisis on the Youth Violence Prevention Action Table (YVPAT). The award was presented virtually today at the organizations 7th annual convening.

Black men and boys, and their families. The Cities United mission aligns with the My Brother’s Keeper initiative created by President Obama, which seeks to make the American Dream available to all boys and young men of color by eliminating gaps in their opportunities and outcomes. Denver adopted the model in 2014.

Mayor Hancock convened Denver’s YVPAT in 2019, challenging city departments, the courts, state and federal agencies, Denver Public Schools, Denver Health and community partners to come together to address youth violence holistically. Cities United is engaged as a partner and participant.

“With the disproportionate impact of a pandemic paired with the economic downturn, young people have had their social infrastructure uprooted, and the uptick in youth violence is a call for us to collectively do more,” Mayor Hancock said in his remarks at the virtual Cities United Founder’s Awards. “I am honored – we are honored – that Cities United and its founding partner, the National League of Cities, recognize the innovative work we are doing to create healthy and hopeful communities for youth and a city where boys and young men of color can reach their full potential.”

In the last few months, Denver has provided $125,000 in microgrant funding to nearly 20 community partners that were suffering financially, has launched ‘safe zones’ in partnership with those same organizations in neighborhoods hit hardest by youth violence, and has created a Youth Violence Prevention Council that gives youth a prominent voice on the YVPAT. Long-term, the YVPAT is in the process of developing a lasting, public health approach to youth violence prevention that crosses over city agencies – and city borders – and leverages external stakeholders and community partnerships in a strategy that will be outlined in a report by the end of the year.

Cities United supports a national network of mayors who are committed to reducing the epidemic of homicides and shootings among young Black men and boy ages 14 to 24 by 50 percent. Its ‘City” award is presented to an innovative Cities United partner city modeling the work and leading the field in creating safe, healthy and hopeful communities for Young 7

PROJECT WATCH BE COUNTED! HRCP IS BASE OF OPERATION FOR DENVER CENSUS WORK

The 2020 census, which occurs every ten years and was scheduled to end on September 30th has been extended to October 31st. Per court order, the 2020 Census must continue counting through Saturday, October 31; however, a court appeal could result in the reversal of the deadline at any time. “Therefore,” says City and County of Denver Census Coordinator, Kaye Kavanagh, “the exact deadline of the census is uncertain—so we need to get as many Coloradans as possible counted right now.”

Pivoting approaches in interactions have opened doors to forming new partnerships across the city and within the nonprofit sector. Numerous nonprofits have been working diligently to drive the much-needed outreach to those they serve. As money is allocated to states based on population, the more people that gets counted translates to more funding each state obtains. The census is a robust process and can better support the most vulnerable and underresourced communities with greater response rates.

This census marks the twenty-fourth one since its start in 1790. Census Coordinator for the City and County of Denver, Kaye Kavanagh, provided us with an inside look at this year’s efforts and ways nonprofits and COVID-19 have played a role in influencing the 2020 count.

Ensuring everyone gets counted is critical for our democracy as can affect ten years of political representation and distribution of community services and support. Equally important is the fact that the census can amplify the voices of historically undercounted groups and ensure that critical resources are allocated appropriately.

The agency for Human Rights & Community Partnerships (HRCP) is home to Kaye and her operations for the census. “Getting people counted is the main priority,” Kaye reported. Denver’s self-response rate of 68% is just 1% shy of the 2010 self-response rate. As COVID-19 struck at the start of the census, creative ways of engagement became necessary. Individuals were encouraged to utilize online tools to increase participation and help drive momentum and protection for people’s safety.

“The 2020 Census is more than a population count. It's an opportunity to shape your community's future. Through your social media channels, your voice can make a difference,” said Kavanaugh. To learn more about the Census https://www.denvergov.org/content/denvergov/en/census2020/about-the-census.html.

PROJECT WATCH NONPROFITS TO PLAY KEY ROLE IN DEVELOPMENT OF NATIONAL WESTERN The National Western Center (NWC) is being developed as a dynamic year-round tourist destination and agribusiness incubator. When complete, it will reclaim access to the South Platte River and reconnect the classic neighborhoods of Globeville, Elyria and Swansea with new streets and bridges—but more importantly, with new educational and economic opportunities. This plan sets the stage for Denver and the region to play a pivotal role in solving some of the critical global issues we face around healthy food production and how we ultimately feed billions of people by 2050. And nonprofits will be an important ingredient in the plan. Already, NWC is engaging WORKNOW to train and utilize residents from surrounding neighborhoods and residents from diverse communities across the city in the construction phase of the project. WORKNOW is a local nonprofit organization providing pathways to construction careers and other opportunities for all people. Their ultimate vision is to increase family incomes and build a diverse future workforce. The Mayor’s Office of the NWC was one of the first fiscal sponsors of WORKNOW and continues to be committed to promoting a community-centered approach to infrastructure growth. Furthermore, the office has valued deeply the voices of residents during the development of this vast city project. As the NWC project evolves, nonprofits will also have the chance to contribute to programming, agricul-

tural training, and participate in vending opportunities. Ultimately, this plan ensures the Stock Show event and the complex will continue being a Colorado tradition and destination for another one hundred years. Founding and critical partners involved in this dynamic project include, The City & County of Denver, Colorado State University, Western Stock Show Association, Denver Museum of Nature & Science, and History Colorado—all with their own long and rich history of engaging with nonprofits and community based organizations. National Western wants to grow and continue its connection to the community and is seeking more engagement from the nonprofit sector. 9

Your voice, creative ideas, and passion are all dynamic components in making the NWC a world class and truly socially concerned venture. If you are a nonprofit or community organization wanting to become involved in the NWC, follow the links below to uncover potential opportunities. Learn more here https://nationalwesterncenter.com/

Connect with the National Western Center here https://nationalwesterncenter.com/ contact-us/

NONPROFIT ECOSYSTEM BUILDING: LESSONS FROM THE ENTREPRENEURIAL COMMUNITY Kansas City-based Kauffman Foundation shares insights on parallels between small business and nonprofit communities In a nutshell, what is an entrepreneurial ecosystem? Thriving, inclusive ecosystems allow and encourage participation from everyone in the community. They generate trust and social support. They provide access and information to all potential entrepreneurs. And they knock down barriers to entry. They are populated by people who actively nurture connections, diversity, and inclusion within the community. An entrepreneurial ecosystem is the constellation of resources that surround entrepreneurs as they move their businesses forward. It is the 10

entire network of people, organizations and culture that surround, support, provide resources and create the overall environment in a community that allows and encourages entrepreneurs from all walks of life to launch and grow businesses. Ecosystem building is about connecting community members and resources to develop a rich, inclusive, diverse, and dense network in support of entrepreneurs. It is about working together to create an environment of trust and collaboration, supporting big ideas, supporting people when they take risks, supporting peo-

people who support entrepreneurs, and the talent that can help these businesses thrive.

ple when they fail, and creating a culture that is ripe for entrepreneurial success. Ecosystem builders take new approaches and work to ensure everyone has equal opportunity to turn their entrepreneurial dream into reality. They see and nurture the health of the whole system. They put entrepreneurs front and center in that system and say, “how can the community be more supportive of all entrepreneurs?”. Ecosystem builders work with others in the community to enhance its individual parts and elements. They connect, empower, align, and collaborate with others to enrich the entire ecosystem.

Access to markets and demand for entrepreneurs’ goods and services.

•

People and institutions with knowledge and resources to help entrepreneurs.

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New technologies that enable business functions and greater connectedness.

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Access to enough of the right kind of capital for all types of entrepreneurs, at every stage of business.

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Policy environments that foster the formation of new businesses.

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Support enabled by onramps (or access points) to the ecosystem so that everyone can participate; intersections that facilitate the interaction of people, ideas, and resources; and champions and conveners of entrepreneurs and the ecosystem.

•

Culture that is rich in social capital– collaboration, cooperation, trust, reciprocity, and a focus on the common good–makes the ecosystem come alive. It can be supported by the stories that people tell about themselves and their ecosystem.

Why is such a network important to the growth and development of robust private businesses and entrepreneurial ventures in a city or community? Vibrant, diverse, and inclusive ecosystems enable the fast flow of talent, information, and resources to help all entrepreneurs quickly find what they need at each stage of growth. They strive to remove barriers that make the journey harder for some people to create new businesses than others. Vibrant ecosystems offer everyone a fair shot at entrepreneurship. Entrepreneurs and small businesses support the community and fuel the local economy. When healthy and robust, the ecosystem supports all entrepreneurs, no matter who they are or where they’re from, equitably and inclusively, in ways that can help ensure everyone has the opportunity to participate, to grow, to prosper, and build community wealth. In turn, private business and entrepre-

What are its key elements? There is not a codified list or broad consensus of the elements of an entrepreneurial ecosystem and the relative importance of each, but there is a general understanding of the key elements of an ecosystem: •

•

Human capital, including the entrepreneurs who aspire to start and grow new businesses, the 11

ECOSYSTEM BUILDING KAUFFMAN FOUNDATION: ECOSYSTEM BUILDING

(Continued from page 11)

derstanding that entrepreneurs’ challenges are human challenges. Entrepreneurs are human beings, and they are challenged by access to healthcare, childcare, transportation, mental health services, affordable housing, just like other human beings. It is clear now more than ever that all nonprofits— whether they’re part of the entrepreneur ecosystem or the more traditional nonprofit community—need to work together to ensure that our communities are being served.

neurial ventures affect the well-being of the individuals in the community. The success of the individuals and businesses influence the overall economy and contribute to the community’s sense of place that reflect its values, culture, and uniqueness. Has the Kauffman Foundation found that this kind of network exists in the nonprofit sector? Another word for “ecosystem” is “community.” And another word for “entrepreneur support organization” is “nonprofit.” I make a point to say that because, one of the trends that pre-existed COVID-19 and the more widespread attention being paid to the Black Lives Matter movement, was a greater un-

Are there key elements from the entrepreneurial ecosystem that are transferable to the "nonprofit ecosystem?” There is one really important thing that I think nonprofit communities can take away from entrepre(Continued on page 13)

(Continued from page 12)

neurial ecosystem building that is deeply relevant—a primary focus on the “customer.” In entrepreneurship, customer validation is a process that is at the core of building a venture—essentially, ensuring that people want to buy what you’re selling. In the nonprofit sector, maintaining a similar focus on those you are serving and ensuring they have a voice in the process, is not only smart, it’s an important part of building equitable programs. In this context really listening and understanding the needs of your customers can help take your impact to another level.

What advice would you give a government entity like ours looking to help to shape and sustain a thriving nonprofit community in our city? Government entities can set bold agendas. Imagine the power that a bold declaration of vision around entrepreneurship and equity might have on the long-term growth of a city! The point of setting audacious goals is not to necessarily having a 10-step plan prepared in advance of how to get from here to there; it’s challenging the entire community to think big about the future.

doing for organizations that aspire to be nonprofit ecosystem builders? If the answer is “yes,” then what has worked to advance entrepreneurial ventures in this sector? Our entrepreneurship work focuses on strengthening entrepreneurs and strengthening communities. We support this through grantmaking, research, policy, educational resources and convenings.

What models or templates have been used in the work of the Kauffman Foundation that might help us grow a nonprofit ecosystem in Denver? Ideas for early stage steps would be helpful. You can use a number of tools from the entrepreneurship sector, like the Business Model Canvas, and from the nonprofit sector, like theories of change or logic models. The important part of both of these tools is the same—that the focus is on the impact of those being served, that both help to articulate a larger vision of focus and differentiation, and that both require you to align stakeholders around a common goal. It's the process of using these tools that is the most important aspect, rather than the tool itself.

What support/investing has the Kauffman Foundation done or is

What do you believe is philanthropy’s role in serving as “venture capitalists” for the social sector and what other types of investors do you believe might be attracted to also contribute in this way? Philanthropy is often criticized in the same way that venture capital is criticized. The two industries make decisions about organizations in which to invest and struggle with many of the same challenges— namely, implicit bias. In addition, both of these industries perform due diligence on the legal and financial aspects of organizations—but legal and financial norms and expectations, as well as perceptions of “risk,” are deeply rooted in racialized systems. The potential of philanthropy lies in this industry’s power to break the mold of convention, and our long-term horizon. The Kauffman Foundation is asking a lot of these questions and thinking about our internal approach to address these issues. I think that philanthropy is at its best when it is one part of a larger funding ecosystem, working alongside local, state and regional government, corporate engagement, and other players in a region. In that context, philanthropy has the power to fund the longer-term aspects of an impact plan that might be too involved for corporate partners or too risky for taxpayer funds. (Continued on page 14)

ECOSYSTEM BUILDING cont’d change. Other Kaufman Foundation contributors include:

(Continued from page 13)

How can the work of ecosystem building be joined with our strategic goals of improving equity and inclusion throughout our city? Do you believe this work can exist in both business and social ventures or are these separate goal areas? The basics of ecosystem building are really no different than those of community building. Regions benefit when organizations are more connected and there are bridges between communities—whether that is between nonprofits and entrepreneurial ecosystem builders, or social and business venture supports, or different neighborhoods in a city. Communities that put the voices of the people they serve first will be the first that achieve inclusive prosperity.

Laura Barrett Senior Program Officer https://www.kauffman.org/people/laura-barrett/

Melissa Roberts Chapman Senior Program Officer https://www.kauffman.org/people/melissa-roberts/

Special thank you to Kauffman consultant—Megan McKeough for helping DOSP organize this ex-

COMMISSION UPDATE STRATEGIC PARTNERSHIPS COMMISSION GETS NEW LEADERSHIP FOR 2020

Ben Weeda, Chair

Lydia McCoy, Vice Chair

Ali Adsitt, Secretary

Tracey Stewart

Bebalanceo

Colorado Nonprofit Association

Independent Consultant

Commissioner-At Large Independent Consultant

Denver’s Strategic Partnerships Commission recently announced its new executive leadership team. The new leadership team’s combined experience spans several decades of meaningful commitment working for and serving nonprofits specifically. The mission of the commission is to advise the Mayor and serve as a catalyst for leveraging the best of Denver’s public and nonprofit sectors in order to engage in innovative and collaborative work. The Commission is developing a bold new mission to deepen tis role as a thought partner and supporter of the Office of Strategic Partnerships. 14

NONPROFIT SPOTLIGHT DENVER DUMB FRIENDS LEAGUE PIVOTS TO MEET NEEDS OF COVID19

Nonprofits in Denver play vital roles in partnering with the city to deliver critical services to residents. From services to children, youth, and the elderly; to our furry friends who become beloved members of our families. Since its formation in 1910, The Denver Dumb Friends League (DDFL) has expanded its programming and efforts immensely to work across many avenues in animal care. They offer adoption and fostering services, veterinarian care, pet surrender support, learning programs, volunteer opportunities, behavior support, end of life care, investigations, and much more! DDFL has a working mission that states: “Working with our compassionate community, we will end pet homelessness and animal suffering.” On average, DDFL serves 20,000 animals across all of their programs. While these numbers have been impacted due to COVID-19, the DDFL team is still working hard to support the animals in need. As a result of the pandemic, their approach to operations has shifted thoughtfully to best serve the public and their staff. “We couldn’t do this work without the help from the community, donors, and volunteers,” says Joan Thielen, Public Relations Manager, at Dumb Friends League. When the stay at home directive went

into place per Governor Polis’ order, DDFL remained active and never turned away any pets. They took their adoption program and turned it into a virtual process and altered procedures to allow staff to operate safely in shifts--all major feats for their pivoting approach. “As COVID-19 persists,” says Joan, “things have been challenging and uncertain. But despite the trials, our team continues to be incredible; learning what works for the community and adapting.” Staff members are working diligently and in support of one another’s emotional well-being to ensure the organization continues to operate at its best. A recent “win” for DDFL was the placement of a longtime resident—Daisy. After 231 days in the shelter, Daisy (the handsome dog pictured above) was adopted and so very happy to have found a new home. This was a big win for the nonprofit based in Denver. Another HUGE success for DDFL this year was being able to take their largest fundraiser, the Furry Scurry and adapt it to be a virtual event. The Furry Scurry is their signature dog walk and fun run that has taken place the first Saturday in May for the past 27 years. This event normally sees 10,000 participants with 5,000 dogs and raised more than $800,000 in 2019. This year, due to COVID-19, they were not able to host an in-person event. However, they quickly adapted the event to become 15

virtual and saw incredible engagement from their community. DDFL raised more than $580,000 and had nearly 3,000 participants! When asked how readers can best support DDFL, Joan says, “Anything you can do is a huge help – not only for the pets, but for the community.” Those interested and have the capacity can get involved through volunteering, donating money, spreading the word, or adopting! If you are interested in learning more about DDFL? Click the links below to visit their website! https://www.ddfl.org/ Click below to read more about Daisy who waited 231 days to meet her new family! https://www.ddfl.org/news/dog-waits231-days-to-meet-the-family-of-herdreams/

THE ACADEMY: CASE STUDYâ&#x20AC;&#x201D;FUNDRAISING INNOVATION

THE ACADEMY: NONPROFIT TRAINING

2020 GPAC DAY GIVES NONPROFITS A LOOK BEHIND THE CURTAIN OF CITY CONTRACTING The City and County of Denver held its second “GPAC Day” on Friday, September 18th. The half-day training for nonprofits had over 70 participants that included city staff and nonprofits from across the city. This year, the event took on a different spin due to the pandemic and was presented virtually. Highlights of the day included: • • •

A briefing on the results of the Office of Strategic Partnerships’ 2020 Well Being of Nonprofits Study A high-level look at the city’s contracting process, and A panel of nonprofit executives who shared their perspectives on contracting with the city and navigating the current impacts of COVID19

In partnership with the Office of Strategic Partnerships and the Office of Children’s Affairs, the virtual training was presented by the Grants Policy Action Committee (GPAC), a group of agency grant and contract liaisons who meet to drive collaborative efforts between City offices, share information & best 18

practices, and produce innovative events. GPAC was initially formed to design and implement a strategic grants framework for how the city disburses the grant funding necessary to create and sustain the highest quality of life possible for Denver residents, and enable growth (through process development and improvement) and provide solutions to support the needs of the grant liaisons. “This purpose of this event is to support our nonprofit partners by providing them with information on how contracts move through the city,” said Shannon Dyer of the Office of Children’s Affairs. “While some information is available, the contracting process just isn’t as easily outlined as we’d like. By providing tips for writing grants and giving insights into contracting with the city, we think we are improving the chances of nonprofits to successfully do business with the us.” The original idea behind the GPAC DAY (formerly Grants in the City Day) event was to introduce GPAC to the City and outline what the committee does. GPAC wanted to display the diversity of the programs that were being

supported by City dollars and highlight City offices that provided funding to programs that you may not have known about. The overall goal was to get nonprofits and City employees to understand what GPAC is, who is involved, and what the committee does for the city. To address the concerns of those who attended the 2019 Grants in the City Day, GPAC decided to focus on the city’s contracting process and the readiness nonprofits need to have to be successful in securing and managing a city grant or contract. The first hour was spent outlining the procurement process. Addressing things like, how you need to prepare before applying for funding, what the selection process will look like, and the timeline of events from application to contract. Later in the morning, a panel of nonprofit partners who are currently contracting with the City talked about their experiences including their successes and challenges during the application processes. The last part of the event gave attendees the chance to ask questions and talk to the nonprofit panel and GPAC Day organizers about their experiences. Why only nonprofits & what is the benefit to the City? Based on the results of the “Well-Being of Nonprofits in

to nonprofits than asking them directly through our survey,” said Wil Alston, Director of the Office of Strategic Partnerships. “Nonprofits are critical partners with the City in meeting the needs of Denver citizens. This report summarized what we learned and helps us to improve our collaboration with them and helps us become an even better partner.”

Denver Study,” presented by the Denver Office of Strategic Partnerships and the Denver Strategic Partnerships Commission, it was expressed that one of the greatest downfalls of working with the city was trying to work with the city! The data from the study showed that Denver’s contracting process is challenging for many nonprofits— especially small, minorityowned nonprofits. The report communicated that those challenges by nonprofits were a barrier that kept them from engaging the city’s contracting process. “There is not a more powerful act of exploring what matters 19

Our nonprofit sector is regarded as an authentic representatives of the residents. They fill gaps in services in partnership with the city; however, they are increasingly challenged by a greater demand for services, heightened public demand for accountability, and limited or declining resources. We believe the best way to support the nonprofit sector is to increase the capacity of individual nonprofits so that they can better deliver services, provide resources for developing strong and sustainable fiscal operations, and to support coordination around the process of doing business with the City. GPAC Day is just one tool the city’s uses to achieve those goals!