Annual Report

REFLECTING ON THE PACE OF CHANGE DURING COVID-19

A Letter from Jessica Wirgau, Chief Executive Officer

Like so many of my colleagues in the nonprofit community, I have been reflecting on this extraordinary year and what it means for the Community Foundation and those we serve. I have been fortunate during my time at the CFNRV to have mentors both within and outside of the organization who have taught me about the right pace for change. That is, when to push folks outside of their comfort zone, and when to slow down and give everyone some time to breathe. COVID-19 forced us all to confront change in new ways by asking us to make rapid changes while being patient with our coworkers, our loved ones, and our broader community during a period of collective trauma. At the CFNRV, we made some quick and decisive changes to our programs in response to feedback from both nonprofits and donors. We awarded only operating grants in 2020 through both the COVID-19 and Responsive Grant programs. We streamlined those applications and updated our review practices so we could get that money into the hands of NRV nonprofits as quickly as possible, while ensuring good financial stewardship. We moved our Third Thursday sessions for nonprofit leaders online, and we planned each session with the latest on the pandemic in mind, whether it be applying for Pension Protection Program money, navigating mental and emotional health concerns, or reopening during the vaccine rollout. Many businesses and nonprofits grew at least somewhat comfortable with making rapid decisions in such an uncertain time. Yet, we also learned the value of slowing down. The CFNRV provides leadership for several collaborative initiatives focused on early childhood education, health, and food access. As we transitioned these monthly

• Photo courtesy of Montgomery Museum of Art & History

meetings online, we assumed that the programs and events would largely continue at the same pace, just in a virtual format. We soon learned the folly of that assumption. Each initiative has done amazing work over the last year – hosting sessions on navigating virtual learning and developing a directory of summer feeding programs, among many others. But we also needed to tend to what makes these collaborations so very successful: the people and the relationships we build to serve our region. Sometimes that meant backing off. We skipped some meetings, gave ourselves more time to plan events, or scaled back our ambitions, knowing that everyone was doing the best they could. I am convinced that by showing one another patience and grace, we accomplished more and strengthened the relationships that make our initiatives successful and our region resilient. I invite you to read about these accomplishments – both quick and gradual – in this annual report, and I thank the donors, nonprofit leaders, volunteers, and community members who make all of this work possible.

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2020 - 2021 ANNUAL REPORT