Category: Blog

CNE Board Member Spotlight: Dr. Nathan Walton

Posted on October 8, 2025 by - Blog

As a nonprofit executive, academic, and pastor, Dr. Nathan Walton has devoted his career to equipping and mobilizing organizations for social transformation. That career has included serving as Executive Director of a community development nonprofit that specialized in youth development, as well as over a decade of pastoral ministry. Walton currently serves as Co-Lead Pastor of East End Fellowship in Richmond, Virginia.

Dr. Walton first experienced the impact of CNE while leading a CNE member nonprofit and deeply appreciated the community of support and resources that CNE offered. Years later, as the most recent outgoing CNE board chair, Nathan is excited to continue offering his nonprofit expertise to support CNE’s strategic planning and advancement efforts. Those efforts are not only aiding the work of countless nonprofits across Virginia, but are furthering the flourishing of the social impact sector as a whole.

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

CNE Board Member Spotlight: Marta Keane

Posted on October 8, 2025 by - Blog

Marta Keane has spent her career helping others thrive, first as a speech-language pathologist and audiologist and later as a nonprofit leader. She began at the Woodrow Wilson Rehab Center, where she supported patients from toddlers to seniors—teaching sign language to a preschooler who had survived a stroke, and helping a young man with a brain injury communicate through Morse code. These experiences shaped her lifelong commitment to restoring dignity and improving quality of life.

Over the next 30 years, Marta took on leadership roles directing rehabilitation programs, mentoring clinicians, and integrating physical, occupational, and speech therapies to better serve patients. She later returned to the University of Virginia to train in audiology, helping to ensure more accurate diagnoses and treatments.

In 2013, she became CEO of the Jefferson Area Board for Aging (JABA), leading the nonprofit for 13 years before retiring. She has also held leadership roles with the Speech and Hearing Association of Virginia, the American Speech-Language Hearing Association, and the Virginia Association of Area Agencies on Aging.

Today, Marta continues to teach on aging at the University of Virginia and James Madison University, and serves on several local boards. As CNE’s Board Chair, the organization’s mission inspires her, “I am honored to be a board member for CNE because its mission reflects what I believe deeply—that nonprofits deserve strong support so they can continue providing the programs and services our communities depend on.”

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

7 Actionable Principles Stories Feat. The Fountain Fund

Posted on October 2, 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: This issue features Erika Viccellio, Executive Director at Foutain Fund.

1.     Create strategic budgets

2.     Manage financial position

3.     Build relationships

4.     Prioritize equity

5.     Develop leaders

6.     Collaborate with communities

7.     Evaluate impact

Her leadership reflects a strong commitment to the 4th principle—prioritize equity.

The Fountain Fund began as a quiet but radical proposition: What if financial justice could be a key to healing the harms of mass incarceration? Founded in Charlottesville by former federal prosecutor Tim Heaphy, the Fountain Fund began its journey eight years ago with a mission rooted in understanding—to provide low-interest loans to formerly incarcerated individuals, removing the financial barriers that too often block the road to reintegration. The organization quickly discovered something else: their work wasn’t just about access to capital. It was about equity.

Principle 4: Prioritize equity

Erika Viccellio, who joined as Executive Director early in the Fund’s journey, brought a passion for turning equity from a value into a structure, not just what the Fund did, but how it did it.

“We’ve been asking ourselves,” she said, “what am I willing to give up so that others have opportunity?”

From rethinking traditional top-down leadership to prioritizing lived experience in every facet of the organization, the Fountain Fund didn’t just aim to help formerly incarcerated individuals; they invited them to lead. That meant hiring team members with lived experience, rebalancing board representation to reflect the communities they served, and honoring alternative forms of expertise, from the street to the banking sector. But shifting how an organization thinks and operates requires more than vision—it takes support.

For years, the Fountain Fund has found community through the Center for Nonprofit Excellence – Virginia (CNE)’s peer-to-peer learning programs. Fifteen years ago, Erika joined CNE’s very first Executive Directors Circle, with some of members of this group still meeting monthly today. Since then, other Fountain Fund team members have taken part in the Leaders of Color Circle and the Emerging Leaders Academy, continuing the tradition of shared growth and support. As Erika reflects, “CNE’s peer-to-peer learning opportunities have been foundational to the growth of the Fountain Fund team.”

Today, the Fund operates in multiple cities, including Charlottesville, Philadelphia, Boston, and Richmond, all while maintaining a community-rooted, relationship-first model. From court debt relief to small business loans, each transaction is more than money; it’s a chance to rebuild lives with dignity and trust.

The model is working. The Fund has issued nearly 900 loans totaling over $4 million, but just as importantly, it has become a beacon for how to build power with, not just for, people. As Erika puts it, “We don’t have a flashy equity statement. But if you look at everything we’re doing, it’s about equity. It’s about flipping the script.” The Fountain Fund continues to grow—with care, with courage, and with a clear-eyed commitment to equity that isn’t just spoken, but lived.

Government Shutdown: Day 0

Posted on October 1, 2025 by - Blog

Following is the latest update on the impending government shutdown from the National Council of Nonprofits.
Take Action
The only way to end the government shutdown is for Congress and the White House to reach a bipartisan agreement to reopen the government and allow nonprofits to continue their essential work.
Nonprofits can take action in two ways:
  • Register for NCN’s National Webinar NCN is hosting a national webinar on Monday, October 6th at 3:00 pm Eastern to share more about what nonprofits need to know about the government shutdown and current federal grant landscape.
  • Share Your Story Use NCN’s storytelling tool to share real examples of how the government shutdown is harming nonprofits and their communities. Sharing these stories is one of the most effective ways to make your voice heard.
  • Contact Your Members of Congress Use NCN’s email template to send a message directly to your Senators and Representatives, urging them to work across the aisle to reopen the government.
Hill Updates
Congress is no closer to finding a compromise. The Senate is scheduled to vote today – and has scheduled a second vote on Wednesday after the shutdown has begun – on the House-passed continuing resolution (CR) to keep the government open through November 21. Both measures are expected to fail, largely on party line votes. Both sides blame the other for the forthcoming shutdown.
The White House has doubled down on its threat to permanently fire federal workers in the event of a shutdown. President Trump warned that such firings would be “irreversible.”
Immediate Impacts on Funding
Some federal programs will be harmed shortly after the shutdown begins, including:
  • Women, Infants and Children (WIC). WIC, a signature nutrition program that serves 6.5 million low-income moms and babies, could run out within days if the government shuts down.
  • FEMA Disaster Relief Fund. While FEMA staff are considered “essential” and will remain working, the main funding source for FEMA, the Disaster Relief Fund, is running dangerously low and needs congressional approval for additional funds.
Mandatory programs – including Social Security, Medicare benefits, and VA medical care – are not directly impacted by the shutdown, but associated services could stop during a shutdown.
NCN Resources
  • NCN issued a press statement today, warning about the negative impact a shutdown will have on nonprofits and their ability to provide essential services to the American people.
  • NCN created a one-pager to help nonprofits understand how to prepare for a government shutdown.

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.