Category: Blog

We are all receiving so much information so quickly that it is challenging to process it all. As a member of the National Council of Nonprofits (NCN), CNE has been closely following updates, and I wanted to share key information with you.

Historias de los 7 Principios Accionables con Creciendo Juntos

Posted on September 25, 2025 by - Blog

La serie 7AP en Acción de CNE muestra a miembros que ejemplifican la excelencia en el trabajo sin fines de lucro y encarnan uno o más de los 7 Principios Accionables (7AP) de CNE—valores rectores que apoyan un sector social fuerte y sostenible:

  1. Crear presupuestos estratégicos

  2. Manejar la posición financiera

  3. Construir relaciones

  4. Priorizar la equidad

  5. Desarrollar líderes

  6. Colaborar con comunidades

  7. Evaluar impacto

Esta edición presenta a Paola Sánchez Valdez, Directora Ejecutiva Interina en Creciendo Juntos. Su liderazgo refleja un fuerte compromiso con el cuarto y quinto principio: priorizar la equidad y desarrollar líderes.

En el corazón de Charlottesville, Creciendo Juntos (CJ) ha sido una parte vital de la comunidad Latinx durante casi dos décadas. Lo que comenzó a mediados de los años 2000 como una pequeña iniciativa enfocada en ayudar a los proveedores de servicios a interactuar mejor con la población Latinx se ha convertido en una organización sin fines de lucro resiliente, ahora completamente enfocada en construir el poder de la juventud Latinx.

La trayectoria de CJ es una de evolución, resiliencia arraigada en la comunidad y transformación valiente. En 2015, la iniciativa se convirtió oficialmente en una organización sin fines de lucro, y para diciembre de 2024, CJ había refinado su misión con una claridad audaz: construir el poder de la juventud Latinx en la región de Charlottesville. Esta misión ahora guía su trabajo en tres áreas clave: educación transformadora, participación cívica y sentido de pertenencia colectivo. A través de estos canales, CJ está empoderando a la juventud para que se exprese con autenticidad, abrace su identidad y se convierta en el liderazgo que sus comunidades necesitan. Pero el camino hacia esa claridad no fue fácil.

Tras superar la agitación de la pandemia y un período de gran transición, CJ se encontraba en una encrucijada. Con un conocimiento institucional limitado después de un cambio organizacional significativo, el nuevo liderazgo se hizo las preguntas difíciles: ¿Deberíamos continuar? ¿La comunidad todavía necesita a CJ? Esa autorreflexión provocó un renacimiento transformador. En el centro de esta transformación estuvieron el desarrollo intencional de la junta directiva y la formación de liderazgo, un proceso que fue fortalecido y apoyado significativamente por CNE.

Principio 4: Priorizar la Equidad

CJ comparte regularmente los talleres individuales de CNE con miembros de su junta, asegurando que el desarrollo de liderazgo sea continuo e inclusivo. Con una junta compuesta por organizadores juveniles, padres, educadores y miembros de la comunidad, CJ ha priorizado la equidad, la construcción de confianza y la creación de un ambiente en el que cada miembro de la junta se sienta bienvenido y apoyado.

Una de las prácticas más significativas introducidas durante este tiempo fue un ejercicio de valores dirigido por la Directora Ejecutiva Interina de CJ, Paola Sánchez Valdez. Antes de sumergirse en la planificación estratégica, se tomaron el tiempo para comprender los valores personales de cada miembro de la junta. Ese trabajo previo cultivó la empatía, creó seguridad psicológica y preparó al equipo para enfrentar conversaciones difíciles con valentía y cuidado. No se trataba solo de mantener viva a la organización sin fines de lucro, sino de asegurar que realmente sirviera a la comunidad con integridad.

Principio 5: Desarrollar Líderes

Aquí entra Maria Rincon, la comprometida presidenta de la junta de CJ, quien se unió en mayo de 2023. Fue fundamental en la reconstrucción de los cimientos de CJ desde cero. CJ aprovechó al máximo las ofertas de CNE—especialmente la Academia de Juntas, la Academia de Líderes Emergentes y numerosos talleres de desarrollo de habilidades—para equipar a su junta y liderazgo con las herramientas necesarias. La experiencia del equipo de liderazgo con estos programas fue tan significativa que alentaron a varios miembros de la junta de CJ a inscribirse también. Solo este año, cinco personas de CJ asistieron a la Academia de Juntas—una señal poderosa de la inversión de la organización en liderazgo y crecimiento.

A través de CNE, CJ encontró no solo formación técnica, sino también una red de apoyo—un recordatorio de que no estaban reconstruyendo solos. CNE les dio el espacio y las herramientas para preguntar: “¿Qué necesita nuestra comunidad ahora?” y los ayudó a realinear su misión con esa respuesta.

Hoy, CJ está prosperando. Han construido relaciones sólidas con escuelas secundarias locales y educadores de confianza, quienes ayudan a conectar a jóvenes con sus programas. Están fomentando una nueva generación de líderes Latinx—jóvenes que están listos para abogar, organizarse y liderar con una conciencia crítica. Y lo están haciendo con una junta que refleja la comunidad a la que sirven, respaldada por una estructura que nutre tanto la pasión como la responsabilidad.

A medida que CJ continúa creciendo, su historia es un testimonio de lo que es posible cuando una organización abraza la reflexión, centra a la comunidad e invierte profundamente en el liderazgo en todos los niveles. CJ no solo ha sobrevivido a una temporada de transición—ha emergido más fuerte, más clara y más conectada que nunca.

7 Actionable Principles Stories Feat. Carver Food Enterprise Center

Posted on September 18, 2025 by - Blog

CNE’s 7AP in Action series showcases members who exemplify excellence in nonprofit work and embody one or more of CNE’s 7 Actionable Principles (7AP)—guiding values that support a strong, sustainable social sector: 

Create strategic budgets 

Manage financial position 

Build relationships 

Prioritize equity 

Develop leaders 

Collaborate with communities 

Evaluate impact 

This issue features Gretchen Ledmor, Program Director at Carver Food Enterprise Center. Her leadership reflects a strong commitment to the 2nd and 5th principles—manage financial position and develop leaders.

As Program Director of the Carver Food Enterprise Center (CFEC)—the flagship initiative of the George Washington Carver Agriculture Research Center (GWCARC) in Virginia’s Northern Piedmont—Gretchen Ledmor is steering bold, intentional growth. That work is deeply rooted in strong public-private collaboration, with essential support from both Culpeper County and Virginia Cooperative Extension (VCE). GWCARC’s mission is to strengthen and sustain the region’s agriculture and environment, and since joining the team, Gretchen has become a driving force behind that vision. 

Principle 2: Managing the Financial Position with Clarity and Strategy 

Before Gretchen’s arrival, CFEC’s financial systems were held together by goodwill, managed largely by volunteers. While grant funds were properly administered, overall financial transparency and infrastructure lagged behind the organization’s growing impact. Recognizing this gap, Gretchen prioritized building strong, sustainable financial systems from day one. She spearheaded the organization’s transition to QuickBooks Online, providing broader access and improved tracking. To deepen her own expertise, she completed the QuickBooks for Nonprofits course. 

Today, CFEC conducts regular budget-to-actual reviews, monitors key financial indicators, and is actively developing reserves and diversifying revenue, balancing grants with earned income strategies. But the work goes deeper than systems. 

“We’re being honest about the financial realities nonprofits like ours face,” Gretchen explains. “We’re advocating for full-cost funding and long-term investment. It’s about creating a financial model that truly supports our mission, staff, and community. 

Principle 5: Developing Leaders for Lasting Impact 

Leadership development has become central to CFEC’s growth strategy under Gretchen’s guidance. The organization is walking the talk—modeling inclusive leadership by ensuring its board reflects the community it serves and investing in staff through programs like CNE’s Emerging Leaders, Nonprofit Lifecycles, and Board Essentials. 

CFEC is formalizing its leadership pipeline, embedding succession planning into its operations, and prioritizing fair compensation. Their newest role—a kitchen manager position—starts at $40,000, requires no formal education, and includes benefits such as: 

  • A 36-hour flexible workweek 

  • Paid holidays and additional time off 

  • A health insurance match 

  • Professional development opportunities 

“We want our staff to thrive—not just survive,” says Gretchen. The organization is actively fundraising to ensure this role remains competitive and sustainable, while also engaging board members in strategic growth conversations to deepen their investment in the mission. 

Gretchen feels that her evolution as a nonprofit leader has been shaped by her partnership with CNE. She shares that “CNE has been an incredible resource since I began. Coming from a for-profit background, I had gaps in nonprofit knowledge. CNE’s guidance has been invaluable—I deeply appreciate their insight and support.” 

She credits CNE’s tools and programming with helping her grow into her role and lay a stronger foundation for CFEC’s future. “It’s not just about learning,” she says. “It’s about transformation—of systems, of culture, and of impact.”

 

7 Actionable Principles Stories Feat. Fauquier Educational Farm

Posted on September 17, 2025 by - Blog

CNE’s 7AP in Action series showcases members who exemplify excellence in nonprofit work and embody one or more of CNE’s 7 Actionable Principles (7AP)—guiding values that support a strong, sustainable social sector: 

  1. Create strategic budgets 

  1. Manage financial position 

  1. Build relationships 

  1. Prioritize equity 

  1. Develop leaders 

  1. Collaborate with communities 

  1. Evaluate impact

 

This issue features Jim Hankins, Executive Director at Fauquier Educational Farm. His leadership reflects a strong commitment to the 5th and 6th principles—develop leaders and collaborate with communities. 

Tucked away in Fauquier County, Virginia, the Fauquier Educational Farm is far more than a patch of cultivated land—it’s a living, growing classroom, a food justice engine, and a community cornerstone. Every year, Executive Director Jim Hankins oversees the production of ten acres of vegetables—not for sale, but to give away. “Everything we grow is donated,” Jim explains, “to food banks across Fauquier, Rappahannock, Culpeper, and Prince William counties.” 

 

Principle 6: Collaborate with communities 

Since Jim stepped into the role in 2014, the farm has donated over 760,000 pounds of fresh produce—more than $1 million in value—to local food banks. “We’re bringing them fresh-picked, right out of the field, not the expired grocery store stuff they usually get,” Jim says proudly. “In 2021 alone, we donated 112,000 pounds.” 

 

But that’s just the beginning. The farm also serves as an outdoor classroom, offering hands-on learning for everyone from preschoolers to adults. Each year, more than 1,200 school-age children, scouts, homeschoolers, and church groups come through the farm gates. Adults benefit too, from a Growers Academy offering free workshops on sustainable agriculture to multi-week courses for aspiring farmers. There’s even a farmer incubator area to help launch new agricultural careers. 

 

Principle 5: Develop leaders 

And Jim does all this with a lean team: just himself full-time, a couple of seasonal part-time staff, and a powerful force of hundreds of volunteers—many of them families and moms with young kids. 

 

Yet even with all this impact, sustaining the work hasn’t always been easy. Like many nonprofits, Fauquier Educational Farm has faced funding shortfalls, staff turnover, and board transitions. That’s where the Center for Nonprofit Excellence – Virginia came in—and, according to Jim, made all the difference. “CNE has been absolutely vital,” Jim says. 

 

Through CNE’s guidance, Jim and his evolving board have found a clearer sense of shared purpose. CNE has helped the organization navigate leadership changes, fiscal challenges, and the dynamics of governance. In late 2023, the farm was just months away from running out of money. Emergency funding from Fauquier County, the PATH Foundation, and Northern Piedmont Community Foundation provided a lifeline—but came with a request: work closely with CNE to ensure long-term sustainability. 

 

It proved to be transformative. From leadership coaching for Jim to board chair mentoring, Jim shares that CNE offered not only tactical support but emotional reinforcement. “The leadership coach helped me focus on what matters most,” Jim says. “It’s not just about developing leaders—it’s about supporting them.” 

 

Developing leaders and collaborating with communities are clearly embodied in the farm’s mission. Volunteers come from all walks of life: churches, companies, homeschool networks, garden clubs, and even toddlers digging in the soil. Collaboration isn’t just a strategy for Jim—it’s survival. “I couldn’t exist without our partnerships,” he says. “From food banks to Extension agents, conservation districts to the garden club ladies who guard the greenhouse trays like family heirlooms—it all matters.” 

 

Though Jim didn’t found the farm, he’s undeniably shaped its legacy. And in many ways, it’s CNE that’s helped him stay rooted, supported, and thriving in his leadership. “When I’m happy and feeling supported,” Jim reflects, “we can do really, really amazing things.” And amazing things are growing every day at Fauquier Educational Farm—potatoes, possibilities, and the next generation of community leaders.

 

7 Actionable Principles Stories Feat. Creciendo Juntos

Posted on September 17, 2025 by - Blog

CNE’s 7AP in Action series showcases members who exemplify excellence in nonprofit work and embody one or more of CNE’s 7 Actionable Principles (7AP)—guiding values that support a strong, sustainable social sector: 

Create strategic budgets 

Manage financial position 

Build relationships 

Prioritize equity 

Develop leaders 

Collaborate with communities 

Evaluate impact

This issue features Paola Sánchez Valdez, Interim Executive Director at Creciendo Juntos. Her leadership reflects a strong commitment to the 4th and 5th principles—prioritize equity and develop leaders. 

In the heart of Charlottesville, Creciendo Juntos (CJ) has been a vital part of the Latinx community for nearly two decades. What began in the mid-2000s as a small initiative focused on helping service providers better engage with the Latinx population has grown into a resilient nonprofit, now entirely focused on building Latinx youth power. 

 

CJ’s journey is one of evolution, community-rooted resilience, and courageous transformation. In 2015, the initiative officially became a nonprofit, and by December 2024, CJ had refined its mission with bold clarity: to build Latinx youth power in the Charlottesville region. This mission now drives their work across three key areas—transformational education, civic engagement, and collective belonging. Through these channels, CJ is empowering youth to show up authentically, embrace their identities, and become the leaders their communities need. But the road to that clarity wasn’t easy. 

 

After weathering the upheaval of the pandemic and a period of major transition, CJ was at a crossroads. With limited institutional knowledge from such a big organization shift, the new leadership asked the hard questions: Should we continue? Does the community still need CJ? 

 

That self-reflection sparked a transformative rebirth. At the center of this transformation was intentional board development and leadership cultivation, a process that was strengthened and supported significantly by CNE. 

 

Principle 4: Prioritize Equity 

CJ regularly shares CNE’s one-off workshops with board members, ensuring that leadership development is ongoing and inclusive. With a board composed of youth organizers, parents, educators, and community members, CJ has prioritized equity, building trust, and creating an environment where every board member feels welcome and supported. 

 

One of the most profound practices introduced during this time was a values exercise led by CJ’s Interim Executive Director, Paola Sánchez Valdez. Before diving into strategic plans, they took time to understand each board member’s personal values. That groundwork cultivated empathy, built psychological safety, and prepared the team to face tough conversations with courage and care. It wasn’t just about keeping the nonprofit alive—it was about ensuring the organization truly served the community with integrity. 

 

Principle 5: Develop Leaders 

Enter Maria Rincon, CJ’s committed board chair, who joined in May of 2023. She was instrumental in rebuilding CJ’s foundation from the ground up. CJ leaned heavily into CNE’s offerings—especially Board Academy, Emerging Leaders Academy, and numerous skill-building workshops—to equip their board and leadership with the tools they needed. Their leadership team’s experience with these CNE programs was so meaningful that they encouraged multiple CJ board members to enroll as well. This year alone, five individuals from CJ attended Board Academy—a powerful signal of the organization’s investment in leadership and growth. 

Through CNE, CJ found not just technical training, but a network of support—a reminder that they were not rebuilding alone. CNE gave them the space and tools to ask, “What does our community need now?” and helped them realign their mission with that answer. 

 

Today, CJ is thriving. They’ve built strong relationships with local high schools and trusted educators, who help connect youth with their programs. They’re fostering a new generation of Latinx leaders—youth who are ready to advocate, organize, and lead with critical consciousness. And they’re doing so with a board that reflects the community they serve, backed by a structure that nurtures both passion and accountability. 

 

As CJ continues to grow, their story stands as a testament to what’s possible when an organization embraces reflection, centers community, and invests deeply in leadership at every level. CJ hasn’t just survived a season of transition—they’ve emerged stronger, clearer, and more connected than ever before.

 

7 Actionable Principles Stories Feat. Fauquier Community Child Care

Posted on September 17, 2025 by - Blog

CNE’s 7AP in Action series showcases members who exemplify excellence in nonprofit work and embody one or more of CNE’s 7 Actionable Principles (7AP)—guiding values that support a strong, sustainable social sector: 

  1. Create strategic budgets 

  1. Manage financial position 

  1. Build relationships 

  1. Prioritize equity 

  1. Develop leaders 

  1. Collaborate with communities 

  1. Evaluate impact

  2.  

This issue features Kyle Beck, Executive Director at Fauquier Community Child Care. His leadership reflects a strong commitment to 2nd principle—manage financial position. 

 

Since 1991, Fauquier Community Child Care (FCCC) has been a steady hand in Fauquier County, offering safe, reliable, and enriching care for children ages five to thirteen. From before and after school programs to full-day summer camps, the organization operates from 6:30 am to 6:30 pm, five days a week, across ten local elementary schools. But while their work is rooted in child care, their mission goes far deeper: to promote the development of the whole child by supporting whole families. 

 

“We’re not just a daycare,” says Executive Director Kyle Beck. “We’re a youth development organization. Our job is to ensure that families feel supported, connected, and equipped—whether that’s through care, community partnerships, or referrals to food and housing resources. We want to be that central hub families can count on.” 

 

Yet behind that stability is a deeply strategic approach to sustainability—one that prioritizes thoughtful financial stewardship over expansion for its own sake. Like many nonprofits, FCCC operates in a financially challenging sector, balancing quality programming with accessibility. That balance requires careful attention to revenue diversity, long-term planning, and the ability to adapt. 

 

Principle 2: Manage financial position 

“We’ve always said—if you don’t have the finances, you can’t help anyone,” Kyle explains. “So everything we do is with sustainability in mind.” From offering a sliding-scale tuition model to becoming a certified subsidy vendor, FCCC has consistently taken steps to ensure equitable access to care. But they’ve also resisted over-reliance on any one funding source. Instead, they’ve built an investment portfolio, pursued grant funding carefully, and taken a slow-and-steady approach to growth. 

 

“Sometimes in the nonprofit world, you stretch too thin because the mission tells you to say yes to everything,” Kyle says. “But our approach is to stop and ask: What’s the real need? Is there a partner who can help us meet it? What’s the long-term impact?” That kind of disciplined financial thinking isn’t always intuitive, especially in the fast-paced world of childcare. But FCCC has been able to build the internal capacity and leadership skills needed to navigate these decisions confidently. 

 

From the moment Kyle joined the leadership team, after 17 years with Fauquier Community Child Care, working his way up from volunteer to Executive Director, he turned to the Center for Nonprofit Excellence – Virginia for guidance. “I came in knowing childcare and for-profit business, but I needed to learn how to lead in the nonprofit world,” he says. “CNE became the place I went for training, support, and connection.” 

 

Through CNE, Kyle participated in fundraising workshops, board engagement seminars, and leadership circles. His board chair enrolled in board development training. The organization worked with CNE for resources while planning a board retreat and in evaluating the end of a strategic plan cycle. 

 

One of the most transformative aspects of the relationship, Kyle notes, is the way CNE fosters connection—not just to knowledge, but to people. “When we had donations we couldn’t use, like musical instruments, it was through a CNE connection that we found another nonprofit that could put them to use,” Kyle recalls. “Those kinds of relationships wouldn’t have happened otherwise.” Even seemingly small touches—like being able to call or email for trusted advice—have proved invaluable. “CNE has been like the hub,” Kyle says. “If we need anything nonprofit-related, that’s where we go.” 

 

FCCC is planning and positioning itself to continue serving as a support for others in the community. “We’re not a foundation,” Kyle says, “but we’re in a place where we can help. So we’re asking, ‘How do we help other nonprofits stay afloat, so they’re there for the families we all serve?’ That’s part of our mission, too.” FCCC has turned financial wellbeing into more than a strategy—it’s become a safeguard for their community’s future. 

 

7 Actionable Principles Stories Feat. Building Goodness Foundation

Posted on September 17, 2025 by - Blog

CNE’s 7AP in Action series showcases members who exemplify excellence in nonprofit work and embody one or more of CNE’s 7 Actionable Principles (7AP)—guiding values that support a strong, sustainable social sector:

Create strategic budgets

Manage financial position

Build relationships

Prioritize equity

Develop leaders

Collaborate with communities

Evaluate impact

This issue features Courtney Polk, Executive Director at Building Goodness Foundation. Her leadership reflects a strong commitment to the 6th principle—collaborate with communities.

 

In a world where the foundation of a safe, stable life often begins with the literal foundation of a home or a school, Building Goodness Foundation is quietly transforming lives—brick by brick, beam by beam. They are builders, yes—but more importantly, they are collaborators.

 

Principle 6: Collaborate with Communities

From rural Virginia to the highlands of Guatemala and the neighborhoods of Haiti, BGF supports nonprofits, small businesses, and low-income homeowners by doing what they do best: construction. But not just any construction—intentional, inclusive, community-rooted construction. Whether it’s creating safe office space for a counseling nonprofit, ensuring a local grandmother can stay warm through the winter, or building earthquake-resilient schools abroad, BGF shows up with purpose and humility.

 

Their approach? “With, not for.” BGF doesn’t swoop in to save the day. They partner. They listen. They ask what’s needed and how they can help. They stand shoulder-to-shoulder with local communities, offering their skills and sweat to bring others’ missions to life. The result? Safe, functional spaces where children can learn, where health services can be delivered with dignity, and where families can live and grow with stability.

 

Nearly 75% of BGF’s volunteers are tradespeople—architects, electricians, plumbers, masons—donating time and talent to lift others up. They repair roofs, install heat, and lend their expertise to those in need—all in the spirit of shared humanity.

 

But BGF doesn’t stop at volunteering. They hire locally, both at home and abroad. In Guatemala, they worked alongside a crew of 100 local builders last year alone. Here in Charlottesville, they’re supporting minority-owned businesses by paying fair wages and opening doors to future contracts through their highly visible projects.

 

Their local initiative, Cville Builds, born out of the pandemic’s travel restrictions, has grown into a core program, responding to inquiries from nonprofits, businesses, and individuals alike. It’s built on a rigorous yet accessible application process, guided by community advisors, and designed to put relationship and impact first.

 

Central to Building Goodness Foundation’s strength and resilience has been its long-standing relationship with the Center for Nonprofit Excellence – Virginia. CNE has provided BGF with the resources, learning opportunities, and peer connections essential to navigating growth, change, and challenge. From grant writing workshops to financial management training, board development to executive leadership circles, staff at every level, from volunteer coordinators to executive leadership, have participated in CNE’s offerings over the years. 

 

“Having a central partner such as CNE—one that’s really the heart of the nonprofit community in our town—allows everyone to have a hub,” BGF shared. “A place where everyone doing philanthropic and service work can go to hear a consistent voice, get the tools they need, and build real relationships.”

 

In today’s uncertain funding and political climate, that kind of support is more than helpful—it’s essential. As BGF navigates challenges abroad, particularly in Haiti, and shifting funding priorities at home, they’ve leaned on CNE for trusted information, policy updates, and strategic advice—all delivered with clarity and compassion.

 

BGF believes that collaboration, not competition, is the future. With limited resources and increasing need, the only path forward is together. Every safe space they help create is a product of partnership, not just between tradespeople and community members, but between organizations, cultures, and sectors. Whether working with nonprofits across town or across borders, BGF remains grounded in the belief that everyone has something to bring.

 

CNE Board Member Spotlight: Doug Walker

Posted on September 15, 2025 by - Blog

With over 30 years of experience as a local government manager across five Virginia jurisdictions, Doug Walker has had the privilege of working alongside dedicated public servants—both elected officials and appointed staff. Over the course of his career, he has led organizational performance efforts, aligning them with the vision of governing bodies and fostering strong, thriving communities. Today, he shares his expertise as a program instructor and team facilitator with the Virginia Institute of Government at UVA’s Weldon Cooper Center for Public Service and helps connect talented leaders with local governments through his executive recruitment work with The Berkley Group.

Having seen firsthand the vital role nonprofits play in delivering essential programs and services that strengthen communities, Doug is passionate about supporting organizations that foster collaboration between government and the nonprofit sector. He believes the most impactful partnerships go beyond funding—building intentional, dynamic connections that drive community well-being. Through his service on the CNE Board, he hopes to bring his local government experience to deepen these connections and advance CNE’s mission.

Thank you, Doug, for your outstanding support of CNE!

CNE Board Member Spotlight: John McCarthy

Posted on September 15, 2025 by - Blog

Meet John W. McCarthy of Warrenton, Virginia. John joined CNE’s Board of Directors in June 2025, and we’re thrilled to have his leadership and support.

John brings over 30 years of experience as a planner and County Administrator, along with 35 years in nonprofit governance. He has held leadership roles in organizations, including a local Mental Health Association, a nonprofit Pre-K program, the public library, and has chaired the local health system, community foundation, and the PATH Foundation.

John believes, “The nonprofit sector can accomplish great things—as can government and the business community—but when they work together, they can drive transformative improvements in a community’s vitality.” He sees CNE as a powerful resource that helps nonprofits achieve their missions and serve their communities more effectively.

Thank you, John, for your outstanding support of CNE!

A Critical Pause: What the Combined Federal Campaign Suspension Means for Nonprofits

Posted on September 8, 2025 by - Blog

Last week, we learned that the Presidential Administration issued a “stop work order” to pause the Combined Federal Campaign (CFC)—a move with potentially far-reaching consequences for nonprofit organizations nationwide.

For more than six decades, the CFC has provided federal employees, contractors, and retirees with a simple, reliable way to support charitable causes through payroll deductions. Since its creation in the 1960s, the program has raised nearly $9 billion for nonprofits. Just last year alone, it generated $66 million in charitable giving.

The timing of this suspension is especially concerning. The stop work order was issued just days before the 2025 campaign was scheduled to launch this September—after nonprofits had already invested millions of dollars in application fees and preparation costs. Many organizations were counting on these contributions to sustain programs and services in the year ahead.

In response, the National Council of Nonprofits (NCN) and United Way submitted a joint letter to the Administration urging leaders not to eliminate the CFC. Instead, they called for meaningful collaboration with stakeholders to build on the program’s long-standing legacy of success. This letter has also been shared with key members of Congress, and they are continuing to work alongside national partners to determine additional next steps.

At a time when communities rely on nonprofits more than ever, the suspension of the CFC threatens to disrupt critical funding streams that support health, education, human services, and countless other areas of community life. The nonprofit sector remains committed to advocating for a strong and stable CFC—one that continues to connect federal employees with the causes they care about most.