The Ostara Group has been privileged to work in partnership with several food banks throughout Washington state. At Ostara we believe in the power of bringing community together to face problems shoulder to shoulder with our clients and the sector as a whole. Last month, our team had the opportunity to spend the evening with leaders from six of our food bank clients where we discussed crucial issues faced by our regional food security nonprofits.    Representing a variety of communities in the Puget Sound region, the group honed in on two challenges that were impacting each of them: The inability of local community food banks to compete with the widely publicized narrative that larger, regional organizations in the food security sector are better positioned to utilize donor dollars in a more efficient and impactful way. Food banks continue to struggle to meet the need for services as inflation has outpaced the donation of food and dollars. Food banks work tirelessly to meet the increasing demand for food assistance while trying to navigate the increasing costs of operations and soliciting the necessary funding to ensure their customers have not only nutritious foods, but food that is culturally significant to the diverse populations they serve.    Two countermeasures evolved through our discussion – the impact of consistent messaging to build community and donor awareness, and the importance of having transparent conversations with major funders, private and public, about organizational challenges.    Awareness leads to informed donors.  Effective marketing campaigns generate awareness among audiences, both new and existing, who have yet to fully understand the breadth of an organization’s work.  Creating this level of awareness rquires a coordinated marathon of activities to build interest over time which in turn generates greater engagement. When designing awareness campaigns, ensure that the campaign supports upcoming milestones and leads to new types and levels of participation. Start with coordinated informational posts that educate donors about your mission, pieces that work to build engagement and interest, then culminate with an ask to take action – such as volunteering, formal and/or informal advocacy, and supporting the organization through a donation.    It is a continuous cycle that builds engagement over time. Focus on fostering a deeper understanding of your organization’s mission, initiatives, and the societal issues you are aiming to address and work to cultivate a sense of community and engagement with your audience that encourages active participation.   Harness the collective power. When operating within a sector that has competing narratives, join forces with organizations that share your mission to regain control of the messaging you want your community to hear.  There is strength in numbers. By collaborating with other likeminded organizations, you can amplify your message and shape the narrative that best serves your organization and the community.   The power of transparency. Your organization plays an important role in shaping and enhancing the community you serve. The ability and willingness to have transparent conversations with your major funders will enable you to establish a foundation of trust, foster strong relationships with stakeholders, and demonstrate your commitment to making a positive impact.  In the nonprofit space, public trust is of utmost importance and transparency is the key to ensuring continued success and support.  Be upfront about challenges your organization is facing and invite your funders to join you as a thought partner as you work towards creating the solution.    Our team is grateful to our community of clients and the incredible work they dedicate their time to in service of the communities we live and work in.

As I look back on this past blur of a year, I can’t help but get a little nostalgic. The passing of time marks our lives in myriad ways.  The birth of a child who, all too soon, launches out into the world ready to make their mark.  A valued employee who leaves to fulfill a long-standing dream of their own, while new colleagues come in to take up the mantle, and in so doing add their own experiences and perspectives to the collective. Clients with whom we’ve had rewarding relationships will move on, and new clients and projects come into the fold.  Lessons learned, some harder won than others, change how we interact with our friends, colleagues and ourselves. Change is inevitable.  How we manage that change, how we show up for it, or don’t, takes the measure of who we are as people and professionals. Over this past year, we’ve been doing a lot of talking about Ostara 3.0, as we’ve taken to calling it. Namely, how will we, as a company, adapt and grow to meet new challenges and the many opportunities now in front of us?  This organizational self-reflection has brought about some high-level changes at Ostara that you’ll begin to notice in our company language and philosophy.  As one example, where Ostara 2.0 had four service line areas – Grant Services, Campaign Services, Development Services, and Strategy and Facilitation Services – we will now have three areas of focus: Leadership, Planning and Fundraising.  Much of the work we do will remain the same, but elevating our top line perspective feels like it better aligns with where the sector is headed and better coincides with our clients, and the sector’s, needs. More information about these changes will certainly be forthcoming over the course of these next few months.  What I can say now is that we’re excited for what the future holds.  We have an amazing team of highly skilled consultants already part of the Ostara family, and are looking to partner with even more talented and experienced colleagues and clients as we continue to grow and evolve. In the meantime, keep reading our newsletters to stay up to date on our journey and to learn about opportunities to connect with us out in the community. (Or even just reach out to say hello!)  We wish you all a very happy, healthy and exciting new year!

At Ostara, we’ve been thinking a lot about food security organizations recently. We’ve worked with numerous organizations in the sector over the years and have been talking internally about the challenges these organizations are facing, in the wake of rising costs and inflation, and post-pandemic. We decided to start talking with the leaders of these organizations to get a sense of where everybody is at now: what are the challenges, where are the opportunities, how can their organizations – and especially the smaller food banks – help support each other and band together? To begin these conversations, we hosted a dinner for leaders of current food security clients and some of those we’d worked with in the past. That conversation was rich with stories, connection and a desire to seek solutions to shared challenges. We wanted to continue to explore this thread with two leaders of food banks in island communities – Emily Scott, Executive Director of Vashon Maury Community Food Bank, and Amanda Sparks, Executive Director of Orcas Island Food Bank - to understand the unique challenges they face compared to their counterparts on the mainland, and discuss where the greatest opportunities are for them to grow their impact.     Morgan: To get a sense of size and scale, what are your operating budgets and what percentage of the population on your respective islands do you serve?   Amanda: Our budget is now just over $1 million, up from around $70,000 before the pandemic. This increase reflects the rising need in our community. According to the 2023 census, Orcas Island has a population of approximately 6,078 people, with 53% qualifying for food assistance. Currently, we are serving 35% of this qualifying population, meaning 65% are not yet accessing our services. To better meet these needs, we are planning for a new facility. We had already outgrown our capacity pre-pandemic, making our current service delivery extremely challenging. Emily: Wow, that’s a staggering number, 53%. Our operating budget’s at about $700K right now and that's not including capital revenues or expenses. We serve about 15-20% of Vashon’s population. Right now, we’re serving more people than ever – up about 25% over this time last year even.   Morgan: As leaders of food banks in island communities, what challenges do you face that may be different than those faced by food banks on the mainland?     Emily: I’d make some assumptions Amanda that you probably deal with many of the same logistical issues we do on Vashon, but probably to an even greater degree because of your distance to populated areas. On Vashon, we send a truck off island 1-3x a week to get food from Food Lifeline and Northwest Harvest - though we'll be getting cut out of the Northwest Harvest network at the end of this year because they’ve narrowed their partner network.    Amanda: Distribution challenges are one of our greatest hurdles. Like Vashon, we don't have easy access to distribution like organizations on the mainland do. Additionally, the high cost prohibits many companies from distributing here altogether. Often, the cost of shipping is not the best use of our dollars. To ensure the best stewardship of our funds and maintain freshness, we stick to established island distributors, including local growers. If something doesn’t make it on the truck or the ferries are canceled, which happens frequently, we go without that week. For this reason, having a sizable inventory on-hand is crucial, especially during crises like the pandemic. Being an hour and a half offshore makes us an extremely vulnerable population, especially regarding our food supply.   Morgan: Given that, how have you gotten creative with your shipping and distribution practices?   Amanda: Currently, our commodity food allocation from the state is being shipped to the island thanks to limited-time grant funding from the WSDA through our contractor in Skagit County. This eliminates the need for our staff to spend a full day off-island, which is a significant expense. Our other major food donor, Food Lifeline from Seattle, committed to delivering to us starting in 2020. In exchange, we act as a redistribution site for Food Lifeline orders for Lopez Island.   Also, our local grocery stores place orders with their distributor on our behalf, and we rely on local growers as often as possible. We also have purchasing agreements with two vendors who sell directly to us, which is preferred as they deliver, eliminating the need to pick up orders from the stores.   During the pandemic, we developed the habit of pallet stashing—bringing in large volumes of food and distributing it gradually to ensure consistency. However, this requires additional storage, both cold and dry. This is why we are soon embarking on a capital campaign for a new facility as part of a social service co-campus which also includes a community resource center and low-income housing. A new building will enable us to properly serve the population we currently feed each week, while also positioning us to meet future needs and maintain supplies for emergencies such as earthquakes or major distribution challenges. At present, we operate out of shipping containers, Cool-bots (refrigerated boxes), and rented freezer space and it’s simply not sufficient.   Morgan: Emily, you mentioned losing access to Northwest Harvest’s distribution. Can you elaborate a bit on that, and the impacts it has on your ability to serve your community?   Emily: Northwest Harvest has made a strategic decision to cut certain food banks out of their network and, we, unfortunately, are one of them. Historically, we’ve received about 10% of our free food from Northwest Harvest. The removal of this food source is putting us in a hard position to serve our community, who are mostly multi-generational islanders who constitute the cultural core of the island; lots of artists and service workers. Much of the reason that people from off island find Vashon charming and appealing is because of the people who have been the cultural thread of the island for years, and who have lived there for generations. Those folks are having a really hard time maintaining their livelihoods on the island because of rising housing and food costs, and inflation. Amanda, is that similar on Orcas? Amanda: It’s a similar situation. It’s tough to prioritize one community’s needs over another. But at the end of the day, I always stand up for our population. Food is a fundamental human right, and figuring out how to distribute resources fairly is a challenge. It’s not easy to say who needs it more; it's hard to figure out how to divide a loaf of bread.   In 2020, we expanded our outreach beyond our local area to understand what resources were available. With support from advocates like WSDA, Northwest Harvest, and Food Lifeline, we secured grant funding and additional resources that brought much-needed stability to our operations. Now, we’re facing a sharp decline in those resources, which is really tough to see. We're currently figuring out how to prepare for this new reality.    As I mentioned, just over 50% of Orcas Island's population qualifies for food assistance. This includes essential workers on the island like UPS drivers, grocery store clerks, baristas, and school staff—people who play critical roles in keeping our community running smoothly. Given the current situation, there's also the looming concern of losing our workforce.   Morgan: Are there suggestions or ideas you hear consistently from your community or those outside of the work to improve the problem that you’ve thought about but know are ultimately not the right solution? Emily: There's a pretty active gardening and farming community on Vashon, and a lot of people vocalize the notion that we should close the loop on Vashon's economy and grow all the food we need here. But there’s the elephant in the room that Vashon does not have the tillable, fertile soil, and the volume of land it would take to feed all the people on the island, not to mention to be able to do so in a sustaining way. Amanda: Yeah, the utopian dream is to grow all our own food, but the reality is that it’s not feasible for the reasons Emily mentioned. I really love the idea, though. In 2020, we explored various possibilities, and that was definitely one of them.   On Orcas, we seemingly live in a land of plenty, but based on the need, it's actually a food desert. Our farmers will never be able to grow enough food for the population, and our food bank will never have sufficient access to food without shipping it in, unfortunately.   Emily: Exactly. Even the grocery stores locally get their produce from Charlie's, just like we do. People are like, why don't we just cut ourselves off from the mainland? But the reality is that we can’t survive without a mainline to the mainland. You know what I mean? Amanda: It’s just not realistic.   Emily: I was on the board of the Vashon Island Growers Association for a handful of years, and we at one point did a feasibility study in partnership with another organization around forming a proper Food Hub, where small growers basically aggregate their product to be able to sell wholesale to institutions like schools or the food bank. The result of that study was that there was neither the interest, nor the capacity; it’s an economy of scale issue.    Amanda: In 2020, we too explored how our food bank might support our local Food Hub by providing capacity, but it fell short. Most of our farmers cannot grow enough food and lack confidence in the consistency of their crops to justify the cost of joining the Food Hub and meeting its expectations. Fortunately, we received grant funding that allows us to purchase farmed foods, but we always need to supplement with Charlie’s or other produce distributors. Morgan: I'm curious, what kind of awareness, communications, marketing, messaging are you doing around food security issues on your respective islands and what do you see working? And what kind of engagement do you all have from your communities in terms of supporting your efforts, volunteering, etc? Emily: We're really trying to lean into knowing that the funding landscape is changing and that it’s incumbent upon us to reframe the idea of what a food bank is. We need to remind people that the culture of the island is everyone’s responsibility and that those who have the means are also a part of this community. That it’s going to take community investment because we're losing the outside investment. We are also hoping our capital campaign will be a way to inspire general operating dollars.   Being a small nonprofit, we haven't had a proper major donor program in the past. We don't have any major gift officers or staff whose job it is to make x number of phone calls to major donors per week. We need those WSDA dollars (that are also shrinking) and would like to be able to still pick up that Northwest Harvest product, but if resources need to get reallocated to places of intense need, I'm never going to advocate against that. So, then it's our responsibility to remind our local donors and folks who have never given to the food bank that the landscape is changing, and we need to rely on them more now for support. And that, you know, this is an asset that’s foundational to their community. On Vashon, we don't have a municipal government. We're part of unincorporated King County, so there's no local B&O tax and there are levies for services like the fire department and the library. That’s a good reminder that we live in this kind of rural, remote area and we’re independent; we rely on ourselves and we're a tight-knit community. But that also means as a community we need to invest in the social safety net. I don’t know – we’re in it and it’s a challenge. We don’t want to guilt or morally shame anyone into giving money, so we are working on reframing it as an opportunity to strengthen the foundation of our community. Morgan: Amanda, I'm curious to hear your perspective on that, because I know Orcas is a landing spot for many people who have homes in the city and second homes on the island. How do you engage those families who aren’t full time residents of your community?   Amanda: I want to echo Emily's point. Regarding your question, we've found that a data-driven narrative holds significant power. In 2020, we leaned into this approach by developing systems to collect extensive data, which we then translated into narratives that resonated uniquely with everyone in the community. Data is hard to argue with and certainly more challenging to ignore than testimony alone.   However, I try not to rely too heavily on standard practices because what worked yesterday might not work today. We’re constantly asking ourselves, “What’s the message now? How do we reach people? What are the giving trends?” One effective strategy has been emphasizing the broader community benefits of our resources, not just for those who access the food bank, but also for those who don't. For example, if we don’t support our workforce with food assistance, you don't have a workforce. That means you don’t have the luxuries and amenities you need and want on the island – mail services, coffee shops, restaurants, et cetera. Highlighting how our services touch everyone personally is more impactful because it bridges the gap people often create with social services. Instead of thinking, "Oh, that's somebody else's problem," we help them see how these resources benefit the entire community, increasing the likelihood of their engagement. Also, because we're such a small island community, neighbors know each other on a more intimate level. When you're volunteering at the food bank or taking a tour and you see your neighbor come in to get food, it creates a powerful, personal connection. It's about connecting the dots on a real, personal level for people, making the impact of our work more tangible and relatable.   We are seeing a generation of people aging and no longer able to farm their own land. Their resources are dwindling, and they must rely on others for help. Convincing elders to accept free food can be a challenging conversation. Many of these individuals worked multiple jobs their entire lives just to make ends meet and struggle to understand why they need assistance now. Some even feel unworthy of the support. Morgan: And that’s a huge part of the work, right? Dismantling the shame associated with needing these services.  Amanda: Shame is the biggest barrier, along with the false belief that "someone else needs it more." Emily: Yeah, we talk about that all the time, too. You know, on Vashon, and I forget the statistics exactly but a majority of the population is over 65. And people who live on islands are likely to identify as independently resourceful, like, “I built my house, I have a lumber mill in my backyard” kind of thing. So, for them, needing this resource can certainly raise issues of shame.  On top of that, our current food bank is in a dismal state of disrepair. It's like old military buildings that are falling apart and everything about a functional space that should be clean and welcoming and dignified, we just do not have that right now. So, there are a ton of independent, resourceful seniors on fixed income on Vashon who probably don't use the food bank because of that internal notion of what our building is for and how that feels for them if they have to use it; that old stigma of “that’s for other people, that’s for poor people, that’s not for me.” Morgan: I assume that state of disrepair is a key driver for the launch your capital campaign, Emily. Am I right? Emily: Definitely. If we can create a welcoming, inclusive and dare I say, aesthetically pleasing place, I believe we’ll reach and be able to serve more of the population. I can just imagine this self-respecting senior who's living in their own house by themselves on a fixed income and goes to the grocery store and spends $150.00 for a weeks’ worth of groceries and doesn’t even know the food bank is accessible to them.    Amanda: I can tell you for certain that creating a welcoming atmosphere has helped encourage people to use our food bank. It’s real. We turned ours into a charming self-select shopping model with a grocery store and it elevated the whole experience, and it does attract more people. But our facilities are just, they're working against us. Emily: Exactly. For us, the facility itself is a barrier to service. The distance - you have to drive a quarter mile off the highway into a gravel, potholed parking lot. And then you get to the space and there’s nothing dignified or welcoming about it. I think the best way we’ve found thus far to encourage prospective campaign donors to consider a gift is to give them a tour of our current facility. It certainly tells the story for us. Morgan: Amanda, is your campaign driven primarily by storage space or are there other dreams and aspirations you have that are also driving it?    Amanda: Well, it’s everything, right? The space, especially storage space, is lacking, which is definitely an understatement. We need safe and adequate storage space for inventory and distribution. Additionally, a commercial kitchen will allow us to utilize more donated items, such as blemished produce or bulk-sized items, by turning them into meals instead of animal feed or compost. Honestly, all food banks serving large volumes should have a commercial kitchen for this purpose. Many of our households are often better served by prepared meals rather than raw ingredients. When we prepare the food ourselves, we can ensure it's more nutritious, without preservatives, added sugars, sodium, and all the other unhealthy additives commonly found in food these days.   We aim to someday make medically tailored meals and provide food education classes to further promote the "food is medicine" movement, as well as curate a native food forest and edible landscape to use as a teaching garden. We want to have an outdoor pizza oven for community potlucks to inspire the tradition of sharing hot meals with neighbors. Emily: Offering hot food is an inroad to other services whether it's groceries or the community resource hub model which we’re leaning into for our new facility; the idea of partnering with other social service agencies. If you can draw somebody in with a hot meal, there’s a stronger likelihood of them walking away with two bags of free groceries and signing up for, say, SNAP benefits. It’s like a gateway for social services if you can offer somebody a delicious warm meal and then give them access to resources they didn't know they needed, were too ashamed to pursue, or couldn’t figure out how to access. Morgan: If you could communicate something externally to the nonprofit community, to other leaders in the sector, to your communities, what would you ask people to consider or think about? What would you want to share? Amanda: Social service needs are not decreasing; in fact, they're growing in demand. It's important to recognize this reality and for people to consider how they can contribute—whether as a distributor, donor, or volunteer. Where do you see yourself fitting into this picture? We’re a community, we’re all connected. One hand holds another. Community benefits by people leaning in, not leaning away and ignoring. Emily: We kind of talked about the line between the “haves” and the “have nots” or the people who perceive themselves as not the kind of person who needs a social service like the food bank. That line is not only thin, but also imaginary. We don't demand people tell us their stories, but so much of the time they choose to, like, here’s what happened to me and why I ended up here. There are so many life circumstances that can change and leave people in a position to need a food bank.  Food is a basic need so there’s not a choice; you have to eat; your family has to eat.     The name food bank can be unfortunate because people associate it with using a resource to be embarrassed about. We are really trying to reframe it like an actual bank: you pay in to be able to take out when you need it. That reframe can change someone’s feelings about using this resource.  As Amanda was saying, this is a resource for the entire community, whether you need it right now or whether you might need it in the future, or whether you'll never need it, but your neighbor does. Really framing it as a shame-free, inclusive, collective resource as opposed to shame driven welfare will continue to have huge benefits. Amanda: There's a success story here as well: transforming our food banks into welcoming grocery store models where people can "see themselves on our shelves," choosing foods they desire independently. This approach fosters dignity, unlike traditional models. The products offered are of high quality, culturally recognized, and nutritious.   When I see people, especially kids, come in and respond joyfully to using the resource for the first time, it's a complete departure from my own childhood experience of visiting a food bank. Back then, the experience was fraught with stress, disappointment, and guilt. The food we received didn't align with our family's dietary habits, and it deterred us from returning, impacting us in other ways.   That all said, there are moments when I still feel our organization struggles as a resource. We're evolving as rapidly as possible, but being a small nonprofit with limited resources, there's only so much we can achieve with what's available. However, it's remarkable to see how far we've come in the last four years.   The emotional and mental health improvements we're witnessing, both visually and through customer testimonials, are palpable. I wish we could find a way to tangibly track health outcomes. Having measurable data on how our new model is improving the physical and mental health of our customers over time would be incredibly valuable. Emily:   We absolutely will have long term intergenerational impacts. There is a paradigm shift happening in food banks. We're not doing anything revolutionary. We’re keeping up with best practices and this paradigm shift that's happening, broadly speaking, is us moving away from the poverty and welfare model and more towards abundance and resourcefulness because the food is there. It's just a matter of redistributing wealth.   Amanda: We are changing the wheel on generational poor nutrition and shame, and that is something that we can all be proud of.

Fundraising can be an uncertain, challenging, and long process at times. And with over 1.5 million nonprofits in the US seeking funding from a limited pool of philanthropic resources, it can also be a very competitive process. So, how can nonprofits increase their chances of getting funding? When looking at organizations that consistently achieve successful fundraising results, one of the strengths they have in common is their ability to connect their mission to their impact. The Importance of Impact Metrics How your organization defines, measures, and communicates its impact is not just mission-critical; it’s also fundraising-critical. Funders want to know that their philanthropic investments are driving meaningful change and are more likely to support nonprofits with a proven track record of success. This is where impact metrics play a huge role. Impact metrics are the quantitative and qualitative data points that demonstrate your organization’s effectiveness in achieving its mission over time. They go beyond standard outputs like the number of people or communities served to provide funders with a deeper look into the key drivers that advance an organization’s theory of change. For example, an education-focused nonprofit might include specific data points that show how their programs increased literacy proficiency or high school graduation rates. Metrics like these provide credibility to your organization’s work, making them more persuasive and impactful in advancing your fundraising efforts in key areas, including: Funder Engagement and Retention: Stories backed by data are more compelling and memorable. When donors understand the specific outcomes of their contributions, they feel more connected to the cause. This connection not only encourages initial donations but also fosters long-term funder relationships. According to the Fundraising Effectiveness Project, the average donor retention rate for nonprofits is around 45%. By using impact metrics to tell a powerful story, nonprofits can improve this rate, resulting in a more stable and predictable funding stream. Major Donor Acquisition: Nonprofits that can provide robust impact metrics are better positioned to attract larger gifts. Major donors want to see clear evidence that their donations are producing the desired outcomes. For example, let’s say you’re a major donor and two nonprofits present their case for support to you – the first organization has a defined set of impact metrics; the other doesn’t. Which one will you support? You’d likely pick the organization that can show you the impact of your donation over time. Improved Grant Success Rates: Similar to major donors, institutional funders are more likely to fund nonprofits that have the highest potential for moving the needle on a particular issue and at a larger scale. By integrating impact metrics in your proposal narratives, you can demonstrate how your organization is unique in the field and why it should be funded. And because most institutional funders require some level of reporting on program outcomes, it is critical that your organization has systems in place for tracking progress against your stated impact metrics. Implementing Impact Metrics: Best Practices: To maximize the value of impact metrics, nonprofits need to implement them effectively. Here are some best practices to consider: Define Clear Objectives: Before collecting data, nonprofits should define what they want to achieve with their impact metrics. Clear objectives guide the data collection process and ensure that the metrics gathered are relevant and useful. Objectives should align with the organization’s mission and strategic goals. Choose the Right Metrics: Not all metrics are created equal. Nonprofits should select metrics that are meaningful and directly tied to their mission. For instance, a health-focused nonprofit might track the number of patients served, the improvement in health outcomes, and the cost savings from preventive care. Choosing the right metrics helps in telling a compelling story about the organization’s impact. Invest in Data Management Systems: Accurate and efficient data collection requires the right tools. Investing in a good data management system can streamline the process of gathering, analyzing, and reporting impact metrics. These systems can range from simple spreadsheets to sophisticated software solutions, depending on the organization's needs and resources. Regularly Review and Update Metrics: Impact metrics should not be static. Nonprofits should regularly review and update their metrics to ensure they remain relevant and accurately reflect the organization's impact. This might involve adding new metrics as programs evolve or refining existing ones to better capture outcomes. Communicate Impact Effectively: Once collected, impact metrics need to be communicated effectively to donors and stakeholders. This can be done through annual reports, newsletters, social media, and face-to-face meetings. Visual aids such as charts and infographics can help make the data more accessible and engaging. Conclusion In an increasingly competitive nonprofit sector, effectively using impact metrics can significantly enhance your organization’s fundraising efforts. By building trust, demonstrating effectiveness, and providing a compelling narrative, nonprofits can improve funder engagement, attract major gifts, and increase their chances of grant funding. The value of implementing impact metrics is clear – nonprofits that invest in tracking and communicating their impact are better positioned to secure the funding they need to fulfill their missions and create lasting change.

For non-profit organizations, the heartbeat of sustainability is philanthropic support. Yet, contrary to popular belief, fundraising isn't solely the responsibility of a select few. Rather, it's a team sport that involves every member of the organization, from staff to volunteers to the board. Here’s why fundraising is everyone's job in a non-profit setting: Organizational Advocacy: Every individual within a non-profit organization embodies its mission and strives to meet its goals, from program staff to board members and beyond. When advocating for their organization and mission in their daily interactions, they naturally become ambassadors for fundraising efforts, by way of sharing their own experiences, expertise, stories, and passion for the mission. Building a Network: The reach of a non-profit organization extends far beyond that of its development team. Every employee, volunteer, and supporter brings with them a network of connections – friends, family, philanthropists, business and community influencers. By tapping into these networks, these individuals can significantly amplify the organization's fundraising reach, opening doors to new donors, partners, and opportunities. Maximizing Resources: Non-profits must maximize every opportunity for support. When everyone is involved in fundraising efforts, an organization can leverage diverse skill sets, personalities, on-the-job experiences and stories, and perspectives to craft new approaches, optimize existing strategies, connect with donors in unique ways, and uncover untapped resources. Cultivating Relationships: Fundraising isn't just about securing donations; it's about cultivating meaningful relationships between donors and the organization. No one person should own a relationship; donors love meeting front-line and backstage staff that advance the work. Every interaction that helps your donors feel like a partner in the work plays a crucial role in donor prospecting, cultivation and stewardship. Ownership + Empowerment: When individuals feel a sense of ownership in their organization's financial health, they are more likely to be engaged and invested in its success. By involving everyone in fundraising efforts, non-profits foster a culture of empowerment and collective responsibility, where each person plays a vital role in the organization’s success and shaping the organization's future. A reminder that some of your most powerful fundraisers sit outside of your development department. They are the artisans, the program teams, the on-the-ground employees connecting your work to the communities you are impacting. Leveraging your entire team to help with this work allows for a 360-degree view of your organization and its impact. Fundamentally, fundraising is about building a community of advocates, cultivating relationships, and fostering community, all to raise the funds necessary to achieve your mission.  When everyone within the organization embraces fundraising as a shared responsibility, the potential for impact becomes limitless.

We all know that relationships are at the center of any fundraising work.  We also know that as relationships with donors and prospects deepen, giving tends to increase.  But relationships don’t just happen.  You can’t force a relationship into being.  They happen over time, and as the result of genuine and thoughtful engagement activities that can span the lifetime of a donor’s experience with your organization. From transactional activities (social media, newsletters, events) to more relational activities (donor 1:1’s and individualized interactions) to the ongoing stewardship of a donor’s giving, it’s our job as development professionals to build, maintain and grow relationships with our supporters. Here are some top tips for how you can build and grow relationships through community engagement activities that are easy to incorporate into your daily, monthly, and yearly plans. Newsletters, social media posts and email blasts are excellent ways to connect and train donors to think about you and your mission on a consistent basis.  They’re also great vehicles to share donor stories.  Hearing why another donor or supporter chooses to give, and the way that they choose to give, can inspire others to do the same.  Hearing a donor, in their own words, tell their own personal story of connection to your mission, and how their support makes them feel, is powerful. Events, especially more intimate cultivation or stewardship events, can create opportunities to both deepen donor/prospect understanding of your mission and impact, but also can, (and should!) be used to create a pathway for direct engagement between supporters and organizational leadership, program staff and Board members.  It’s hard to start relationships through a cold email or phone call but connecting 1:1 in a more informal setting offers an ability to really relate.  However, it’s also important that those staff/volunteers attending on your behalf understand that this is indeed the purpose and to prepare them to participate in this way.  Also be sure that they know to always share back information learned or interesting connection points they made during their interactions! Be looking for ways to garner input from your community. Surveys, focus groups, and involvement in planning work all serve to invite participation in the direction setting activities of your organization.  Supporters and community members love sharing their thoughts and often, if we listen closely and wisely, their answers will help paint a map for how to increase their connection and investment in your mission. Stewardship activities aren’t just about thanking a donor for their support. Yes, that’s absolutely vital, but stewardship also needs to include letting people know what their investment in your organization has allowed you to achieve. Fundraising at its core is about inviting the community to invest in your work. And like any investment, there is an expected return.  In our world, that return comes in the form of community impact. Know how your work positively impacts those you serve. Be able to evaluate it, story-tell around it, and then do so through your stewardship activities. This will build trust in your mission and the ability of your organization to deliver on that mission, which in turn will generate greater investment over time. In the end, building the connection between those we serve and those that support our work is key to our collective success. Incorporating engagement into our ongoing activities is an important way to accomplish that. As one of my favorite science fiction characters, Captain Jean Luc Picard, says just as the USS Enterprise is about to head off into a great adventure…“Engage!”

15 years can feel like the blink of an eye…and yet so much can happen in that same span of time. Kids grow from infancy to young adults preparing to drive themselves to school. Entire hall-of-fame NFL careers can begin and end (if you haven’t already, you really should watch the documentary Kelce). New organizations launch, evolve and succeed…or become stagnant and fail. Time moves on. Despite the wins, the losses, the births the deaths…the wheel keeps turning. That’s why Ostara means so much to me. Because it says no matter how much time passes, no matter how many revolutions of the wheel, there will always be a new cycle, a new beginning, a new opportunity for growth. Ostara is the Nordic spring holiday. The vernal equinox. The day that defines new beginnings after a cold, dark winter. It’s a time of rebirth and as such, a time of excitement and hope. It’s a philosophy I believe in wholeheartedly, so much so that I named the company I founded after it. This year will mark The Ostara Group’s 15th. Seems like just yesterday we were celebrating our 10th in a room full of clients, community partners and fellow Ostarans. It was a special and very meaningful occasion for me. It was pre-pandemic, and we were on an exciting path. Since then, the world has changed…and so have we. We’ve evolved to better meet the needs of our clients and our sector. We’ve become leaner, smarter, and more focused on leadership, planning and strategic fundraising, and campaign counsel. We’ve partnered with clients to realize their vision of a new home (Bainbridge Island Performing Arts Center, FamilyWorks, and PorchLight), we’ve helped clients plan for the future (Seattle Youth Symphony Orchestra, Greenlake Preschool, Youth Eastside Services, UW Tacoma) and we’ve helped clients raise more than $50M dollars to fund their impact across our region. Our team of consultants has worked with 77 clients this past year alone! As you may be able to tell, I truly love what I do…and I’m incredibly proud of who we are and how we work.  We’ve had a tremendous positive influence across our community, and within our sector. As one thinks about their time, and their life’s work, what more can one hope for? So, this March 21st, Ostara Day, take a moment to reflect on your own important work, on those whose lives you’ve impacted, and on why you do it. Then celebrate your efforts…and relish the new day. Happy Ostara!

In 2023, GiveBIG raised nearly 13 million dollars for 1,409 nonprofit organizations in Washington state from nearly 23,000 donors, while GivingTuesday raised 3.1 billion dollars across the U.S. However, we consistently hear a recurring question from our clients: Is the return on investment into campaigns such as GiveBIG and GivingTuesday worth the effort? As GiveBIG approaches, we were curious to learn more about how organizations in our community approach these campaigns and what tactics and strategies they’ve found useful. We recently sent out a survey to our network of past and current clients to solicit their feedback on giving days, in hopes of finding some common themes to share with our community. Below is what we heard: 1/3 of our clients shared that they only promoted one of the campaigns, with the majority participating in GivingTuesday. The timing of GivingTuesday posed some challenges or clashed with many organizational year-end giving campaigns. The fundraising space during both campaigns seems crowded or too “noisy,” and nonprofits with a larger presence tend to draw in the majority of the funding. Due to the lack of staff capacity and resources, many organizations are either unable to participate in one/both campaigns or have chosen to not participate/actively promote the campaigns due to low return and the extra work for their small team. A number of respondents shared that they passively participate and send out minimal communications to promote the campaign(s). A strong takeaway from the survey was the lack of resources available for organizations to truly invest in these campaigns, as well as improve their ROI. We’ve put together some tips and strategies (in order of priority) to help your organization best prepare and stand out during GiveBIG and GivingTuesday in 2024: Use Digital Communications Strategically In this age of digital fundraising, email is a cost effective and useful tool to enhance your fundraising strategy. Email revenue accounted for 55% of GivingTuesday 2023’s total revenue, with an average of five emails sent throughout the campaign. A steady stream of communication with your donors using a multichannel approach is essential to bringing attention to your organization before and during the campaigns. Plan ahead and create a schedule for your email series and social media plan to communicate your campaign goals, the potential for impact, and to tell your story. Mornings and evenings tend to be the best times to send emails; organizations who sent emails by 7am and after 7pm on the day of the campaign - catching their audience when they begin their workday and after dinner time - saw an average of 28% more revenue last year than those who did not. Let your donors know about the campaign and share match details a week in advance as well as the day before to capture their attention. Urgency-Driven Language Lean into urgency-driving strategies to encourage engagement by incorporating elements such as a countdown clock, thermometers, compelling graphics and videos, emphasizing deadlines, and using match driven language in your email communications. Express the impact of the donor’s donation in clear, highly motivating ways by turning a transactional process into an opportunity for the donor to invest in your mission and vision and/or provide immediate support. Engage your supporters throughout the campaign on social media and use Instagram reels and Facebook stories to do shout outs. Keep them informed of your progress and deadlines to take advantage of matching opportunities. Target Mid-Level Donors If GivingTuesday or GiveBIG coincide with fundraising campaigns your organization holds during these times of the year, use the campaigns as an opportunity to engage mid-level donors. Segment and tailor communications directly to this audience that emphasize their role in supporting your work and incorporate matching incentives, impact equivalencies and graphics that detail the increased impact that a mid-level gift can have on the organization’s ability to carry out their mission. Compelling Creative The power of storytelling lies in its ability to connect with the audience on a human level. Sharing stories helps donors see themselves as a part of your work and how their contribution impacts someone else. Share pictures or video clips in your email communications and on social media to demonstrate the impact of your organization and create a compelling story that motivates donors to give. Use this as an opportunity to highlight the community and people you serve and share their testimonials. This doesn’t need to be professionally done – you can repurpose footage from a previous year’s mission video or have a staff member or volunteer snap some pictures or clips on their phone. The goal is to connect with your audience on a deeper level and inspire and activate your donors to give. Keep Track of More than What You Raised Reviewing your campaign data lets you know what you need to change to improve results. Use these campaigns as an opportunity to analyze your campaign metrics to determine what is working well, identify areas that could be improved upon and adopt a data driven fundraising approach going forward. When analyzing your donations post campaign, we suggest reviewing: Donation page and overall website traffic Email open rate, click through rate and unsubscribe rate Conversion rate Average donation amount This will help you identify how donors made their way to your giving page, how well your messaging is resonating with your audience, and what strategies can be adjusted to better engage them. It will also give you a better idea of where to focus your energy for the following year. If you choose to participate in GiveBIG or GivingTuesday this year, think of these campaigns as an opportunity to test out new communications strategies, reach a wider audience and build new or deeper relationships with those who choose to give. If you would like to talk through your GiveBIG, GivingTuesday, or annual fund strategies, The Ostara Group is always here!

At Ostara, we are honored to highlight and interview one of our special clients, Gina Hall, CEO of Uplift Northwest. Gina is a Seattle native with 25 years of experience in the nonprofit sector. She has served as Vice President, Community and Donor Relations at Seattle Goodwill, and prior to that, as the Resource and Community Development Director at Delridge Neighborhoods Development Association. Gina is the first black woman CEO at Uplift Northwest. She is the oldest of three siblings and daughter of two Louisiana-born parents who fled the institutionalized racism and oppression of the Jim Crow laws in the South. We’re excited to sit down with Gina to hear her story and get some insider tips on her success. Ostara: How do you balance work and personal life? GH: When I graduated from the Seattle University Executive Leadership program, I loved their approach to that and I’ve carried it with me ever since, and that was – it’s not work-life balance, it’s work-life integration. Because if I’m at work and one of my kids calls with an emergency, I’m sorry, I’m gone. And if it’s the middle of the night and someone calls me and says your building is on fire, I’m going to say, husband, I’ll be right back. So, it’s work life integration and it’s a careful mix of art and science. It’s setting intentional boundaries and then also realizing that life happens. As a leader, what I’m finding in my role and experience is that you really have to plan how you respond to uncertainty and unexpected things. That’s what I do all day. You can have your plan, but the day never goes according to your plan. Ostara: Where do you draw your inspiration for your work and life in general? GH: I believe in God; I start every day with prayer and meditation. My other piece of inspiration comes from humanity. Humans can be so inspiring if you enter every relationship intentionally. Every interaction is a divine appointment and I’m like, okay, what am I supposed to leave in this interaction, and what am I going to take from this interaction? It changes the way you view every encounter and leaves you with endless inspiration. Ostara: As a CEO, what are your main priorities in this role? GH: As CEO, my main priority is understanding the mission and vision of this organization. Uplift Northwest is a 101-year-old organization. It has been around for a century, and many leaders have been through the doors of this organization. So, I don’t want to be egotistical or like I’m here to do something different because somebody has been here already. So, what is the vision? What were they doing? Uplift Northwest’s vision is that every single individual in this region has access to a decent job. When you think about it, isn’t that what everyone human wants? Everyone should have access to a decent job because everyone should have the right to care for themselves and their families. That’s what every human wants, so as a CEO, it’s understanding the vision and how it aligns and resonates with my core values and keeping that my focus. My core values have been that since jump street. I was raised in Rainier Beach with my parents, who had only a high school education. They came to Seattle from the deep South, and they raised my siblings and me; I never knew I was poor; they were always helping people. People would come and stay with us and save enough money to buy their own homes. They were helping other people discover the American dream. Everybody wants to take care of themselves and their families. When I got here (Uplift Northwest), and even before, I researched if I should join this organization; this organization is me. My family and I have done this my whole life, and I can join this vision fully. The mission is “employment and job training” to get folks on a living wage career path. My dad said you work hard, and you can achieve anything. I remember always working, and my dad always encouraged that in us. Before computers, he was the one helping me make my little business cards on 3X5 cards because I was a neighborhood babysitter. I made a bunch of these cards and passed them out, and I was babysitting. I was a little entrepreneur. My priority here is understanding the mission and vision and then inspiring those around me to grasp that, to really understand that. If you’re not on board with the mission and vision, this may not be the organization for you. My priority is identifying folks that are on the same page, and if they’re not, try to get them there, and if they need more time get on board, then hey let me help you get on board somewhere else. Ostara: Can you talk about the Uplift Northwest work, what the landscape looks like for those experiencing homelessness and unemployment, and how successful you have been in securing jobs for people. GH: First, the landscape in this sector is divisive. There are antagonists, and it has become a political statement, which is wrong. As human beings, it should never be okay for someone to sleep on the sidewalk. That should not be the norm. When you pass them (the homeless), you shouldn’t look at them in disgust or judgment; it’s compassion that you should feel. You think about yourself at 5 or 10 years old; no one says, when I grow up, I’m going to live on the street one day and barely make it. No one decides that on purpose. Obviously, something has happened. We have all gone awry if we don’t have compassion and understanding for these individuals. The sector is complex, and it’s sobering, it is exhausting, it’s traumatizing for the folks we work with. They are being traumatized. Can you imagine if you care about humanity and you’re working in this environment, and you see this on a daily basis? Hire the right people and take care of your team so that we’re okay because that’s a lot to ask for any human being to face daily. Do our programs work? Yes, our program works because the founder of Uplift Northwest believed that if you provide dignity and hope to people, they can get to the next step. And dignity is basic needs. If someone is hungry, feed them; if they need housing, let’s get them on track to get housing; if they’re not clean, let’s get them to a hygiene center. Then we can start to uncover what you want to be when you grow up, okay let’s find a way to get you there. Any given year, we are serving about 1100 folks; 200-300 of those folks secure permanent or long-term employment, but our services still impact the other 900; we have a plethora of ways that we are impacting lives. Ostara: Given that it’s Black History Month, how has the local African American community’s journey with issues like homelessness and joblessness been unique? How does that look today? GH: I’m the chair of the Urban League of Metropolitan Seattle; we’ve been highlighting black-owned and BIPOC businesses and supporting them. We highlight the programs and services available to all folks, but the Urban League’s mission is to identify the disparity that impacts African Americans in our community. As a leader, I have heard a lot lately, why are we just focusing on African American history, is this tokenism? I think there’s value in designating and being intentional during February because of the systemic issues that impact our community. Additionally, as a black person, I’m always about education and history and honoring the legacy of everyone, despite their racial ethnicity. But we (African Americans) have been purposely and systemically removed from history, and we must teach our people and society what happened to have lasting change. I have inserted in all my conversations and meetings lately, reminding folks that for many centuries it was illegal for blacks to come together and have a meeting. When my parents came here (to Seattle), they left everything; I don’t even know what that would feel like to leave everything. They left everything to come here because they wanted liberty and to be free so that I could have freedom. I’m going to Hawaii at the end of this month. That wasn’t part of the equation for my parents; it wasn’t an option. So, let’s take some time to think of people in our own lives, African Americans who paved the way for us and the experiences we have access to because of their sacrifices. I see young black people, my kids, my grandkids, and I have to remind them of how far we’ve come, to stop complaining and be thankful; because people died for our freedoms, all while encouraging them to stay focused on the work that we have ahead of us to ensure we continue to leave a more equitable future for those to come. Ostara: What about your mission/impact continues to resonate with donors? What do your best funders and partners value? GH: They value that we give a hand up and not a handout. They appreciate how we meet people where they are, we provide our neighbors tools and resources to figure out how to be self-sustaining to make it on their own. I have to go back to my parents, one thing my dad said, “whatever you do, continue to get education,” and that’s what we do here. We teach folks, through our Uplift Northwest Learning Center. We provide all kinds of certifications, credentials and workshops; you’re going to leave here with something that you didn’t come with. No one can take education from you. We teach workplace navigation skills, in addition to certifications like flagging, OSHA safety training, food handler’s certification, pre-construction training and other longer-term certifications. No one can take your certification from you, that’s your entry to a living wage career path and that’s where we are trying to get folks to. That’s what resonates with donors, getting folks to a living wage career path. Ostara: A lot has happened since you joined Uplift in 2020. What adaptations and leadership decisions have been necessary as an ED? GH: When the Uplift Northwest Board of Trustees recruited me, they were cognizant about their intentionality around diversity, equity and inclusion. This was after the tragic George Floyd incident in 2020. They wanted a leader who would develop initiatives and integrate an inclusion plan into their strategies moving forward. Secondly, there wasn’t a strategic plan in place, to really look at the future of this organization. So, my priority was to get a strategic plan off the ground and to integrate a DEI workplan. Those were my priorities and I hit the ground running. Ostara: What is the most common misconception from community members or potential funders about Uplift, or your mission? GH: Many community members are not aware of the breadth of our program and services. My first two weeks here, I had a meeting with a few community members who were complaining about the long line in front of our building, because we partner with OSL, a meal service provider. They serve meals out of our facility, three times a day seven days a week, and this was during COVID so we couldn’t bring people inside. So, there’s that misconception, like why are all those people standing in line for food. It was a great opportunity for me to educate the neighborhood about the vision and mission of Uplift Northwest. We meet people where they are, we provide them dignity and hope. If people are hungry, we’ve got to feed them and then let’s figure out how to get folks trained and back to work. Ostara: What pivotal moments and learnings from the past 20 years are you still carrying with you today? GH: My first nonprofit role was working with the Delridge Neighborhood Development Association in West Seattle. I was a capital campaign director for a $30M campaign on three different development projects that included housing and community space. That was an emotionally transformative moment in my life, because we went from two to three individual donors to 600 donors at the end of the campaign. What that pivotal moment showed me was, we had people who donated $1 to people who donated a million; people are the same no matter what size their bank account, everyone wants to help, a lot of times they just don’t know how. It also showed me how resilient humans are, when faced with extreme adversity and obstacles, we come together and we can do such amazing things for our community. Ostara: You recently hired a Chief Development Officer; what has this hire meant for your own work as an CEO? GH: A large portion of my work has been fundraising, so to hire a CDO who really understands philanthropy and the culture of philanthropy, she’s a unicorn. It’s a relief and at the same time, so exhilarating to have a thought partner like my current CDO. It helps me to really see the future and provide clarity to the vison, to the organization’s vision and to my own vision for the future. It’s been rewarding! Ostara: Many clients have been faced with a search for a Director of Development recently; any advice? GH: Don’t give up, it took me two years. When I accepted this role at Uplift Northwest, within four months my CDO resigned and accepted a role as an ED for another nonprofit. I Iove those types of resignations, you’re going on to bigger, better things but it literally took me two years to fill that role. My advice is, don’t give up, don’t settle, you want somebody who really wants to do the work. Have the right job description and pay structure but more importantly get the right person no matter how long it takes. Ostara: If you could go back and tell your 18-year-old self about where you are today, what would you say? What advice would you give her? GH: I would tell her to stay focused on her vision and dreams, and don’t get distracted. Ostara: What’s the best piece of advice you’ve been given about your career? GH: At the Seattle University program for Executive Leadership, their mantra is that you’re already a leader, you ARE a leader, you just have to learn to bring yourself to the role. You can’t cookie cut a leader, Gina has to bring Gina there, that program helps you discover who you already are and then bring your authentic self to the role. The other piece is trusting your gut, you have to trust yourself. Ostara: What advice would you give black women who are looking to be a CEO or ED? GH: Take your time! I wouldn’t want this role even ten years ago. I used to tell myself I never wanted to be a CEO, and now that I’m here, at this season of my life, now I get it, because now I can bring my authentic self. I think if you’re too young, I’m not even saying just about age, I’m saying wait until you’re seasoned, whatever that means for you. You must be in touch with who you are as a person, as a human, because leadership roles are lonely, you are not coming here to make a bunch of friends. I remember, earlier in my career it was all about work relationships, making sure people like you, all that kind of stuff. When you’re in this role, you’re here for the vision and mission, you’re here to leave the organization better than when you got here, you owe it to the people before you and the people who will come after you, so you’ve got to be healthy. I’m not saying I’m perfect, but you have to at least be self-aware and know your weaknesses. People are going to say stuff about you, you’re going to have haters, people who pretend that they like you, all that kind of stuff, and you’ve got to be able to be okay by yourself, have your own crew that you can lean back on that can tell you about yourself because the struggle is real. The piece we as black women have to bring to the role is, I will speak for myself because this is how I was raised. You’re representing, come right, be courageous, sometimes there are teachable moments, and you have to be the one that’s teaching, and other times there are quiet moments, just be quiet. Choose your moments, you are representing, like it or not. For more information on Gina Hall and Uplift Northwest, visit her website at: www.upliftnw.org.

For my first project with Ostara in 2010, I helped procure items for an art school’s auction. Shortly after that, I wrote a grant to the NEA for a performing arts organization that brought in $10K to put on a show. I was working as a touring, producing, recording songwriter at the time, and this work felt like an extension of the arts community where I could help contribute. It was an accidental beginning in fundraising that I know so many of you can relate to. I am deeply gratified by the fact that the grants team I fostered at Ostara has so far contributed to raising over $55 million dollars through nearly 1,000 grants across our shared community. More than that, I am proud of all we have been able to do together – my colleagues at Ostara as well as all of you whom I’ve worked with in nonprofits throughout the region. And that’s not just because of the money raised; it’s the mutual support and trust we’ve built, and the satisfaction of reaching shared goals. One of the enormous privileges I have received from working with you over the last twelve years is the front-row seat to your generosity, empathy, and dedication. All the time I am building spreadsheets, helping you form your case for support, or advising you on grants and strategic planning, I am also noticing the way you employ honesty, forthrightness, nuance, and kindness in how you speak with people and how you make decisions. You all have been my teachers, and for that I thank you from the bottom of my heart. In the summer of 2022, after a year or ten of consideration, I opened Happy Time Studio in Issaquah – offering music and arts classes for kids, teens, and adults. Beginning in January 2023, I am leaving Ostara and focusing on the studio full time. I am taking with me the lessons you have taught me. Our community is a better place when we can find common ground and shared purpose. We all need to keep working together on this project that never ends. The show must go on… Stay in touch! You can always reach me at ali@happytimestudio.com. Wishing everyone a warm and welcome holiday season, Ali

Lavender Rights Project is creating a world in which the Black and Indigenous gender diverse communities are at the forefront of liberation and recognized for our power to build. The Ostara Group has the privilege of working alongside Lavender Rights Project on communications and development strategy and execution. Following are excerpts from a conversation with Jaelynn, the Executive Director at LRP on June 17, 2022. Lavender Rights Project staff | Photo credit: Chloe Collyer How have the past two years impacted LRP’s top priorities? There are three areas that have been most impacted our work: the pandemic, the uprising of the summer of 2020, and the recent political attacks on the transgender community. The uprising empowered to us to lean into our mission of protecting black trans women. The work is more critical now. Because of the pandemic, folks are more at risk of violence and many of us are experiencing severe mental health challenges. There is also the ongoing crisis with housing as the economy responds to the pandemic. So, we have really focused on three areas: violence prevention, housing justice, and economic justice. I will say that the recent legislative attacks are the beginning of a multi-year, political effort to tear down our community. This has put us in an even more vulnerable situation with recent attacks, including the one yesterday on a trans youth in southern Washington. What is LRP’s “The House”? We see our big work as client-informed advocacy but we are staying close to our clients with direct service support. While we do housing advocacy work, we want to make sure that we are tapping into the services that our clients need and learning from them where we should be pushing harder. There’s an immediate need for housing for trans folk, gender diverse people, and especially black trans people in the state of Washington. Historical data and recent surveys show that trans people are not treated well and don’t feel comfortable in housing solutions offered by various agencies in King and Pierce counties. We’ve been working closely with King County to prioritize housing for gender diverse people, especially black trans folk.  We are getting ourselves ready to apply for housing facility through King County that will be for gender diverse people and prioritize services for black and indigenous trans people. How are abortion rights connected to the work LRP is doing? We have not traditionally been involved abortion rights or gender affirming care but right now there is a strategic, legislative approach to target bodily autonomy. Bodily autonomy, which we see as including abortion and trans youth gender affirming care, is more critical for the trans community. A key piece of protecting black trans people in-particular is to guarantee their bodily autonomy and to push back on any of the vicious attacks happening in our country, including Idaho and other states. We’re working to make sure that the trans voices are being heard. It’s not going to end here – we don’t think there are going to stop with gender affirming care. There is a whole line of women’s rights, trans rights, and gender care rights that are on the chopping block. What can we expect at The Black Trans Comedy Showcase on June 22? We want to gather community and raise funds for the work we do in protecting black trans women. But we are also responding to recent attacks on the trans community by comedians. Comedy doesn’t have to punch down to trans people and that comedy can celebrate our community. We as trans people have always been able to have joy, celebrate, Kiki, and laugh together in spirt of what was happening to us. We are able to balance joy and laughter with our fight, with our resistance. How can the community get involved in LRP’s work as volunteers? We occasionally put out calls to the public to write letters of support for legislation, in protection of trans people. Follow us on social media so that you can know what is going in our community, in case there’s emergencies or you can show up to rallies and protests. And also learn about black and trans history in this country, who our elders were, and how much of a cultural impact trans people have had on shaping who we are today. Follow Lavender Rights Project: Twitter; Facebook; Instagram; YouTube

In light of the recent pandemic, we look forward to sharing positive stories about how our clients and community members are responding. We know this is a challenging time for many, and we are here to support you. We hope that by sharing these very brief stories, others will feel they are not alone. We encourage everyone to lift up one another and share their stories. Totem Star staff and youth artists pose for a picture at their annual showcase “Winter Magic” earlier this year at Youngstown Cultural Arts Center. Photo by Avi Loud. Totem Star supports a diverse community of young recording artists learning music and life skills through mentorship and meaningful relationships. In early March, they closed their recording studio due to COVID-19 and since have found ways to utilize technology to continue their mission. “As an organization, we’ve learned so much through these challenging times. Regarding COVID-19 and the injustices we are seeing happening to the Black community, we need a safe space for our young artists to express themselves and to hold space for one another. We need a safe space to empower our young people’s voices, to hear them, to see them, and to learn from one another. For non-Black folx, we need to constantly reevaluate our privileges and how we can support the Black community through action and education. We have also learned A LOT more about how to use technology as a creative tool to stay connected with our Totem Star family. It is quite a learning curve, but we have been able to learn more about how to better utilize our platforms of live streaming and video conferencing technology to be in community with our young artists and to allow for a safe and creative virtual space for them to continue to freely and authentically express themselves. At the same time, we’ve learned there is a strong need for digital equity in education. This is a constant question we are asking ourselves on a daily — how do we reach young people that do not have access to technology, software, and the internet? How can we do better during this time to stay connected with the community and be able to continuously learn collectively? Through these challenges, we are also learning to give grace to ourselves. We are in a pandemic and there is a lot of adapting that we all must do. A lot of adjusting, a lot of discomfort, a lot of work. However, we can definitely adapt in response to everything that has been happening. We just need to give ourselves grace, patience, kindness, and to remind ourselves of the things we do have and appreciate in our lives at this moment. To those in the nonprofit community, we challenge you to think about how can we have a dynamic in our non-profit families that provides support and sees Black folx and allows for non-Black folx to continually learn how to do better, to hold one another accountable, and to unlearn the anti-Blackness that is prevalent in many of our communities? This work is not easy, but this work is necessary if we want to fight for equity. How can we collaborate during this time even if our missions are not exactly aligned to create a larger positive impact to this world? How can we create programming to reach young people that may not have access to the internet and yet, we are to remain socially distant from one another? There is no better time than now to think about how we want to rebuild the arts & culture community in our city. It is up to us all to work to increase the value proposition of arts & culture. How can we use what we have learned about what is really important to us, especially through this time of fear, isolation, and uncertainty, that can really strike a chord and help us change our collective priorities as a community and society as we move forward?  Arts and culture is critical to how we understand ourselves as individuals and as a society, and we need to nurture it and keep it strong for generations to come. As we are doing the work to continually provide and sustain arts & cultural spaces, we have to also recognize that on the other side of the fence, developers and investors could be thinking of ways to continually buy out properties and capitalize on this moment. Now is a crucial time for all arts & culture organizations to come together to do a transformative community-wide campaign to increase the value and importance of arts & culture so that we can realize a future where our arts & cultural spaces can continually remain, grow, and thrive. There is a lot happening in 2020. There is a lot of pain, a lot of struggle, but at the same time, there is a lot of fight and a lot of determination. This year is the year for our country to transform into a society that better serves us. A society that better serves our Black communities, that better serves our young people, that better serves those without access to technology, and that better serves our humanity with true equity and justice. Let’s continue to do the work in our fight for equity. Let’s continue to do the work in educating ourselves to do better. Let’s continue to leverage our privileges to proactively support Black communities. And let’s also not forget to take care of ourselves as our self-preservation matters for the sustainability of our work. Let’s continue to do the work.”– The Totem Star Family Learn more about Totem Star and how you can support their mission on their website: https://totemstar.org/ We would love to hear how your organization has been adapting to provide services to your clients and how we can support you during this time. Please reach out to us online here.