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Delaware Nonprofits: Endless Discoveries
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DANA's new President and CEO Sheila Bravo reflects on her discovery of DANA and the nonprofit sector in Delaware.


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A Bright Future when the Board Chair and CEO are a strong team

Posted By Sheila Bravo, Monday, June 20, 2016

Imagine being a board chair and feeling like you made a difference today, if for no one else, at least the person that makes the day-to-day awesomeness happen.

Imagine being the CEO and feeling you have a trusted thought partner to turn to who knows you, the organization, and the community.

These were some of the future possibilities discussed at DANA’s 2016 conference on Catalytic Leadership. Creating the Future Fellow Justin Pollock asked workshop participants to consider what the board chair and CEO would need to feel, believe, and know for them to be confident and effective in their roles.  

What emerged was wanting the ability to work seamlessly together, and to leverage their strengths which can create a multiplying effect that ripples through the Board of Directors, the organization, and the community. Their commitment to working together, taking the time to learn each other’s gifts, and listening and learning from each other is the foundation for decision making and action. This builds the trust and respect needed to jump in with confidence, and play the leadership role they have been elected and hired to do. 

A healthy relationship can also help diffuse factors that can derail a positive leadership experience. Dynamics of organizational context, time availability, power, personal interests, and lack of role clarity can influence the manner in which the leader team is shaped. Our work culture does not typically encourage relationship building before getting down to business. There is so much to do, and task takes priority.  Then, just when the relationship has finally solidified, term limits require a new Board Chair, and the leader team formation begins all over again. 

This all probably seems pretty intuitive. We all know that a good board chair/CEO relationship is required for having an engaged board and making effective decisions, right? Yet, how many boards have structured processes to encourage and ensure relationship building takes place?  How many have defined the qualities of a healthy strong board chair/CEO leader team? I suspect very few. We take it for granted that the board chair and CEO will work it out on their own.  Unfortunately, that doesn’t always happen. 

Imagine what could be possible when the board chair and CEO commit time to build trust, and to explore what they need to feel, believe and know for their work to be successful in leading the Board and moving the organization forward. DANA is offering an opportunity for board chairs and CEOs to embark on this journey to make it possible.  In partnership with fellows from Creating the Future, who were featured at our Annual Conference last week, DANA is launching a Fellowship uniquely crafted for board chair and CEO teams. Recognizing the distinctive organizational and board context that each board chair and CEO lead, this series of learning sessions will provide not only in-depth exploration of what could be possible for their leadership, but also will allow for time to apply their discoveries within their organizations and boards. 

I’ve had the opportunity to work with six board chairs over my years as Executive Director. And each one brought unique gifts to our team. We accomplished some pretty amazing things. However, there were bumps along the road and, with reflection, I’ve come to realize they often were early on in the relationship before we really understood each other. Having worked with Creating the Future in developing the DANA fellowship, it reinforces for me why the first job of a CEO and board chair is to really get to know each other and build the trust and respect to make it happen. DANA’s board just elected a new board chair, Michele Schiavoni, and with the knowledge I’ve gained in this area, I’m looking forward to getting to know her and exploring as a team our possibilities as leaders.


Tags:  Board of Directors  Delaware  nonprofits 

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What is your Philosophy for your most important Asset – Talent?

Posted By Sheila Bravo, Thursday, May 26, 2016

I have heard a lot of concerns from nonprofit leaders regarding the news from the Department of Labor (DOL) on overtime pay changes. We celebrate these changes, as this will be a boost for salaried workers who routinely work overtime, and were not paid time-and-a-half because their annual salary was above $23,660. However, for those nonprofit employers whose business models assume the current OT level, this could be a challenge to find financially viable ways to address the new law.

The good news is there is time to manage the impact for your organization, as the new rules do not go into effect until December 1, 2016. I commend the DOL on providing information specific to nonprofits on how they can interpret the new regulations, and more importantly ideas on how to manage them.

This got me thinking: when a change like this comes, it is an opportunity to reflect on how your organization is managing the care and development of its most important asset – employees. Just as the Family Medical Leave Act and the Affordable Care Act provided guidelines on leave and health benefits, the new OT regulations impact decisions around hiring, employee job descriptions, schedules, and service delivery. Nonprofit leaders and their Board of Directors have important philosophical decisions to make around the care of their employee talent. For example:

  • Even if an organization’s circumstance excludes it from some of these requirements, should they do it anyway?
  • How often does an organization expect an employee to work overtime? Is it sustainable?
  • What is the organization’s philosophy on compensation, and how does the OT rule change impact that philosophy?
  • Are employee job descriptions clearly identified as exempt and non-exempt for overtime?
  • Knowing that every three years the salary level will be adjusted under the OT regulations, what steps can be taken to raise operating revenue to meet those increases?

Before finalizing any decision, it is important to look at the quality of service delivery, and the financial, human resource, and labor law implications. There are many resources available to nonprofits, including local accounting and law firms who can assist with answering questions. DANA is promoting a webinar for nonprofits on June 7, and more learning sessions on this issue will be forthcoming.


Tags:  Board of Directors  employees  nonprofits  overtime  regulations 

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Connections create possibilities

Posted By Sheila Bravo, Friday, April 29, 2016

These past few weeks several conversations have emerged around partnerships, collaboration, collective impact, and even consolidation. They covered the range from how much is happening, how to get started, what it’s going to take, and the economic and social benefit. In our state, many feel that there is an immense amount of partnership activity, many collaborative initiatives, and some comprehensive ventures towards collective impact. Each of those are a continuum of relationship depth between two or more organizations. 

And that is both our challenge and our opportunity.

Starting a partnership, or immersing in a strategic alliance, requires relationship building, trust, and a lot of time. Sharing resources and common goals can be challenging, as it requires each organization to be vulnerable with each other. In Delaware, our geography and government structure provides access in ways that larger states cannot benefit.

AstraZeneca seeks to stimulate connections with nonprofits in this creative space.

Building a relationship with another leader across the state can be easy, and our networks help facilitate communication among our colleagues rather quickly. We need to leverage that advantage to strengthen Delaware community benefit organizations. We have the potential to pool our resources to collectively advance our missions.

So how do we get started? It begins with conversation; a simple willingness to meet regularly, understand who is doing what, and being willing to share ideas and resources. Those simple connections can accelerate the potential and possibilities we all have in advancing the quality of life here in Delaware.


Tags:  collaboration  Delaware  nonprofits  partnerships 

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Sustainability begins with changing Paradigms

Posted By Sheila Bravo, Friday, April 8, 2016

In my travels I have had some robust discussion around the concept of treating nonprofits as businesses rather than nonprofits. There are some who are adamant that they are very different, and to assume similarities can be detrimental to the health and vitality of their mission. Others argue that customer service, operational efficiency, financial management, human resource management, and planning are no different, and therefore to not apply good business practices is a detriment to the vitality of the their organization.

Here is one way to look at it: The difference between a for-profit vs. a nonprofit entity is that one has individuals who profit from the efforts of the entity’s work, while the other takes that profit and plows it back into the entity for investment in future works.  Well, that is the theory anyway. The setback is that somewhere along the line it became social perception that nonprofits should not make a profit. This zero bottom line mentality means there is NO money left, and therefore no way to plow funds back into the entity for reinvestment. It sets up an automatic non-sustainable future.   

It is time to change our paradigm about nonprofits and their profitability. The community created nonprofits to benefit the community. For that benefit to last, the community should pay for what it takes to serve today, and for innovation for tomorrow.  This is not a handout, but rather an investment in our community well-being. This social sector is a robust industry comprised of over 1200 entities that generate over $3 billion in revenue1,  and nearly $2 billion in payroll2 here in Delaware. Their services care for those in need, give us access to art and history, educate us to get jobs, and care for our health. The fact that profits from this social industry are not going to a few individuals, but benefiting the whole community, is a pretty incredible societal payback.  

We, as nonprofit leaders must tell this story; that the cost of benefit includes reinvestment in that benefit. This can include reserves for maintenance and IT upgrades, allocation for talent development and marketing, and funds for future innovation. Nonprofit stakeholders need to understand what it takes to benefit our neighborhoods for today as well as the future, so they have the opportunity to make that investment for the quality of life in Delaware. Not telling that story perpetuates the perception that giving should only be for direct costs expended today, thus slowly starving the very engine that is designed to make living in Delaware great.

So how can you tell that story?  First, Board Members and Executive Directors need the right systems to track and monitor the organization. Then, it is having meaningful reports and projections to understand how the organization is currently sustained.  And finally, it is determining what is needed for your nonprofit to be sustainable in the future. That is a lot to know, and if your leadership is not up to speed on how to do this, there are resources available. Perhaps a business partner or local accounting firm can offer some time to coach your leadership on how to read financial statements, and offer tips on how to determine long-term viability. DANA members can access financial training webinars developed by Boston’s Nonprofit Finance Fund at a reduced rate. And next Friday, DANA is hosting the Nonprofit Finance Fund for two workshops: the first on understanding the basics of nonprofit finances, and the second workshop will be on financial sustainability. This is an excellent opportunity to hear from the experts and receive very helpful examples of how to financially sustain your nonprofit organization. 

The community wants nonprofits to be sustainable and successful. Their ability to do so requires understanding the story on what is needed for that community benefit to prosper. Nonprofit leaders can make that happen with good financial reporting and a plan for sustainability, so your mission can remain a vital component of our neighborhoods today and in the future.  

- Sheila

1Urban Institute for Charitable Statistics, sub-industry charitable entities, 2013  2Bureau for Labor Statistics, segment of nonprofit sector, 2012 

Tags:  Board Member  Board of Directors  Nonprofit Finance Fund  nonprofits  sustainability 

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Networking and Partnering can strengthen Nonprofits and their Leadership

Posted By Sheila Bravo, Wednesday, March 2, 2016

There is a lot of talk these days about collaboration, and in Delaware many nonprofits are collaborating at some level with others. DANA has held several workshops on the various types of collaboration, including working together for collective impact. Partnering is not only smart from an efficiency and effectiveness standpoint, but it can also help to strengthen your leadership, as well as your organization. There are many ways to start the pathway to collaboration. One of them is by joining a network.

A recent article by Jennifer Chandler and Kristen Scott Kennedy from the National Council of Nonprofits highlights the benefits of being part of a network. Networks help advance the first step in any partnership or collaboration: building trust. By getting together regularly, group leaders break down resistance to sharing as they get to know others in the network. Mutual sharing of experiences and insights helps accelerate innovation, expand perspectives, and gain insights on what is happening in Delaware. Once trust is there, exploration of mutual initiatives begin to break down organizational resistance to working together. New programs, or cost sharing initiatives, become a reality. And leaders who are part of networks and coalitions find they also have a more powerful voice for advocacy activities.

DANA is a network. As the Delaware Alliance for Nonprofit Advancement, we convene nonprofit leaders in training, through member events, and our annual conference. We advocate for the interests of the nonprofit sector, and those who support it. We work in partnership with other state-wide organizations such as the Delaware Grantmakers Association, the Delaware Community Foundation, the United Way, Chambers of Commerce, and the Association of Fundraising Professionals. Our mission to strengthen enhance and advance nonprofits would not be possible without the connections among members, alliance partners, and government agencies. And our networking initiatives have expanded to support Executive Directors through the E2E Peer Networking sessions we're hosting each month.

The Center for Creative Leadership (CCL) and the Grantmakers for Effective Organizations (GEO) have recently released studies on the skills required for effective nonprofit leadership. Both studies reveal that success in delivering mission can no longer be managed within organizational silos. Today, leaders must exhibit the ability to collaborate, work across organizational boundaries, network, and place solutions above their personal and organizational interests. Unfortunately, the GEO study also revealed that less than a quarter of nonprofit leaders ranked themselves as strong in these areas. That is concerning. 

As nonprofit leaders we are challenged to “squeeze blood out of a turnip.” One way to actually accomplish this is to work with others to share resources to make mission happen. Sometimes being part of a network costs money, but fees are usually well worth the benefits. However, most of what is required to network or collaborate is a commitment of time: time to meet and get to know others, and time to explore ways to make things better. I know time is in short supply for just about everyone. However, the rewards of being energized in working together and moving closer towards common goals can be great.    

In Delaware, there are plenty of ways to connect with others. I’ve counted over 22 network organizations in addition to DANA that provide opportunities for nonprofit leaders to connect, partner, and learn from each other. Most likely there are others, as I’m still learning the sectorAs Hildy Gottlieb says from Creating the Future, "Individually we don’t have enough resources, but collectively we do." Join DANA, join other networks, and strengthen your leadership and organization so that it can be successful in delivering its mission more effectively and efficiently.


Tags:  Association of Fundraising Professionals  collaboration  Delaware  Delaware Community Foundation  Grantmakers  National Council of Nonprofits  network  nonprofits  State chamber of commerce  United Way 

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Is Your Board a Winning Team?

Posted By Sheila Bravo, Thursday, February 11, 2016

The Super bowl this past weekend showcased the two best football teams in the country. How did they get there? They were very disciplined on who they selected to be on the team, and who got to play. They practiced and practiced and practiced. They came up with specific strategies on how they would play the game. They played, reviewed what worked and didn’t work, and then made corrections. Reviewing stats, watching plays, testing out moves, and changing strategies are all part of being able to adapt to the competitive sport environment.

Success, whether it is played out on the ball field, or in our communities, requires the same type of discipline: having the right people who know what to do, can do it well, are watchful, and respond to shifts in order to attain their goals.

Is your board as watchful, agile, and intentional in shifting strategies and tactics to navigate the VUCA environment in which we serve? We know that demand for our services remain high, and for some nonprofits, they are still increasing. Yet, the resources to meet that demand continue to shift, and in some areas shrink. For a nonprofit organization to survive and be sustainable in the Volatile, Uncertain, Complex and Ambiguous landscape, the leadership (the Board and CEO) need to be on top of their “game.” Here are some questions to ask:

  • What criteria are you using to recruit members to your Board team?
  • Who are your MVPs? How are your grooming the future MVPs?
  • Are Board members clear on what their role is, and how they contribute to whatever ‘play’ (aka: goals & strategies) you intend to make?
  • Do you have your rule book (values) for how you play?
  • Are you routinely evaluating how you performed, and outlining what changes are needed to be successful in the future?
  • Do you understand the strengths of the other ‘players’ in the market environment who are competing for similar resources?
  • In what way are you communicating your own organizational strengths to secure those resources?
  • How do you celebrate your wins?
Did You Know: DANA offers a Board Self Assessment that is an easy way to find out areas for their Board team to improve and achieve great performance. Reach out to Paul Stock for more on this!

Thankfully, most don’t need to have major physical strength and agility to be a player for the board team. But each Board member can make a tremendous impact on achieving Board Excellence as long as they know their role in helping the nonprofit organization be a winner in making the change it desires here in Delaware. 


Tags:  Board of Directors  nonprofits  strategy  VUCA 

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Adaptive Capacity Makes All the Difference

Posted By Sheila Bravo, Tuesday, January 12, 2016

This weekend I went to see the move The Big Short, the behind-the-scenes story of what led to the 2008 Great Recession. Though there were many insights from the film, one thing that I took away was how many signs there were that something was wrong with the housing market. Yet, despite the warnings, the perception that the housing market would always be a safe bet overshadowed the realities of blooming adjustable mortgages, suburban communities filled with foreclosed homes, and people securing mortgages that they did not have the incomes to support. Even as some credible experts came forward and made public speeches about the housing bubble and its future demise, there was little belief that this would actually become reality. 

Since the recession, the idea that you can expect anything to be a safe bet, or that the way the world is today is the way it will always be, is wildly naïve. Technology, social media, leadership turnover, and the political and economic climate are wreaking havoc on the status quo. To sustain an organization in 2016 and into the future, leaders, boards of directors, and the organization itself must have high levels of adaptive capacity in order to navigate a volatile, uncertain, complex, and ambiguous climate (VUCA).

Adaptive capacity is the ability to understand the environment (internal and external) as it is today, what it may be in the future, and respond effectively to address the pending climate changes through innovation, connecting, and inquisitiveness. This means scanning the landscape, staying on top of trends, as well as networking and collaborating to leverage the resources in the community system. It means managing the organization’s vulnerabilities, and creating scenarios of ‘what if’ so a nonprofit can respond to a crisis, in addition to reach out and capture new opportunities.

The basis for adaptive capacity can be found in Peter Senge’s 1990 seminal work The Fifth Discipline. Senge outlines the principles of a learning organization  - where members are continuously seeking improvement to enhance their capabilities and achieve what they want. Since the book’s release, many leading leadership and organizational research institutions have studied how leaders and organizations respond to change. 

Recently, Jim Collins’ Great by Choice profiles why some organizations thrive during turbulent times. What Collins found is that these organizations had leaders who were disciplined, used facts to inform decisions, and were more paranoid than those leading the organizations that did not thrive. They planned for worse case scenarios, and they were methodical in their innovation.

Last night at the Delaware State Chamber’s 179th Annual Dinner, our political leaders talked about the changing times, and how this can lead to opportunities. Senator Carper said it well: “Under the mud there is a pony.”  Leaders and nonprofit boards who embrace a learning culture, look outward, and take initiative to change the status quo will most likely be the first to find that pony and ride it into the sunset.


Tags:  Adaptive capacity  Board of Directors  Delaware  nonprofits  State Chamber 

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New Years Tip: Create an Organizational Calendar

Posted By Sheila Bravo, Monday, December 28, 2015

Imagine these scenarios:

  • A nonprofit submits a request for funding only to be turned down due to failure to meet prior grant requirements.
  • A nonprofit cannot reapply for a contract because they did not turn in the necessary reports. 
  • A nonprofit learns they lost their tax-deductible status since they did follow IRS rules for filing.

It may sound surprising, but it happens, and not that infrequently. In many of the cases above, leadership transitions resulted in the loss of internal accountability for following up on the commitments the organization made in order to receive funding, get a contract, or even retain their nonprofit status. Or, in the throws of being focused on day-to-day operations, the nonprofit forgot they made a commitment to a grant maker to report on the results of the initiative that was funded. 

A simple solution to all this is to create an organizational calendar. Creating such a document helps nonprofit boards and executive staff stay on top of critical milestones. This not only includes board meeting dates, or special event dates, but also key activities that the organization must follow through on to meet commitments and monitor its mission.

One of the top concerns I heard by grant makers and government funders is the lack of follow-through on the part of nonprofits in providing timely reports on progress made possible by their financial support. This is not just a strict protocol, but a real requirement in which they have to report to their board, or in the case of the government, to other government officials on the use of funds. When a nonprofit fails to submit their information in a timely manner, they negatively impact the very people who are financially supporting them.

Here are some ideas on what to include in an organizational calendar:

  • Board meeting dates
  • Annual meeting, including the date when the annual budget is passed and evaluation of organizational progress towards the strategic plan takes place
  • Date to file and pay franchise tax
  • Date to file the appropriate IRS form 990
  • Date to report back to a grant maker or a contractor on program/project progress
  • Date to review the Executive Director
  • Special fundraising event dates
  • Date for new board member orientation
  • Date for board self-evaluation
  • Date to review personnel policies to ensure they are compliant with state and federal laws
  • Date for the annual DANA conference, or the gatherings of other professional organizations of which your nonprofit is a member

Once completed, the calendar should be readily available for all board members and staff to review.  Board Chairs can regularly reference the calendar, and request confirmation that the scheduled initiative was indeed followed through on. This one document can help your organization stay on top, helping to support your mission in 2016.

Happy New Year!


Tags:  Board Member  Board of Directors  Calendar  Delaware  nonprofits 

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Government and Nonprofits Have Common Thoughts about the Sector

Posted By Sheila Bravo, Wednesday, December 9, 2015

These past few weeks, I have had the opportunity to listen to nonprofit leaders and board chairs talk about how the nonprofit sector can advance its work and the challenges they face. Five forums across the state discussed the sector-level themes that emerged from DANA’s summer Leadership brainstorming session. I also had an opportunity to meet with Delaware state division leaders to listen to their perspective about the challenges of servicing the community. What is interesting is that there were some common themes.

The first is shrinking and shifting resources. Many nonprofits are feeling the impact of funding shifts over the past few years. It is coming from all sides: changes in federal or state funding for specific programs, shifts in focus areas by foundations, and challenges in engaging individuals. What’s more, the funding seems to be more restrictive, thus causing nonprofits to try and identify ways to generate new unrestricted funds. Division leaders are faced also with capped budgets, requiring them to make tough priority calls on where to support the community.

At the same time, both government officials and nonprofit leaders indicate that demand for services is growing, the second most common theme. No wonder: from 2007 to 2013, we saw the state population grow. The 65+ population has increased 10%, and visitors to the state have increased 12%. However, nonprofit revenue to support Delaware citizens and visitors has dropped 13% (Urban Institute, NCCS). Delaware nonprofits provide services that create a quality of life which attracts people to Delaware. Their payroll and spending generates funds for the State government, which helps the economy. The financial scarcity could erode the good work nonprofits do, thus reducing the positive impact they provide.

Listening to the creative solutions individual nonprofits are exploring to find ways to generate money is inspiring. There needs to be more of this. But there also needs to be an infusion of financial resources into the sector. In 2015, 61% of Delaware nonprofits indicate they have less than 4 months of cash (Nonprofit Finance Fund, 2015). This means nonprofit leaders are spending more and more of their time seeking funding, and less time pursuing mission and innovative ways to deliver. Certainly, opportunities to reduce costs exist within the sector. And nonprofits are collaborating on program delivery to improve impact. However, the systemic issue has to be addressed as well.

Both nonprofit leaders and government leaders agree that we need to understand what is needed to serve the citizens of Delaware in the social sector. Only then can we create the case for support to invest, and identify creative ways to generate the nonprofit sector revenues needed to ensure the quality of life we value in Delaware continues.


Tags:  funding  government  nonprofits 

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Making the Economy Grow

Posted By Sheila Bravo, Friday, November 13, 2015

This past week I have had several conversations with Nonprofit and Government leaders about economic impact and sustainability.  Delaware is very fortunate to have many nonprofits that contribute to the economy.  Several nonprofits are starting some impressive initiatives that are designed to generate considerable revenue growth to the State over the next couple of years.

The Wilmington Renaissance Corporation has completed planning, and has begun implementation of a Creative District in Downtown Wilmington.  This initiative focuses on creative production and consumption – in other words, it is a place for artists to work and live, and for their patrons to meet and engage them.  There are plenty of past examples of how arts initiatives have revitalized downtown districts across the country, and this has great promise to do the same.  You can learn more at

Spending time in Kent County, I learned about the Restoring Central Dover collaboration. This initiative came out of the CenDel Foundation’s Safety Task Force and evolved into a collaborative vision among community leaders in the nonprofit, business, and religious communities.   Led by NCall Research, the five-year plan for restoring Dover includes a range of initiatives that overlap with government, business, religious, and nonprofit activities that are aligned towards creating a vital Dover community.  The details can be found at

Did you know: DANA is holding free nonprofit forums to further discuss how to "Make Delaware Great!" We started this discussion at our Annual Conference in June; now it's time to take it further! Bring your ideas; sign up here.

Delaware Botanic Gardens has completed their planning to convert 37 acres into the Botanic Gardens at Pepper Creek outside of Dagsboro in Sussex County.   Cultural Tourism has already been marked as an economic driver for the state. Delaware Botanic Gardens adding one in Sussex County is anticipated to generate millions in future years.  With a tourist draw also comes small business opportunities such as restaurants and hotels.  This is a big boon for this part of Delaware! You can see more at

These are just a few upcoming examples of now nonprofits continue to innovate in ways that create jobs and generate cash for the Delaware economy.  Collectively, nonprofits are a huge employer, draw millions to the state for cultural activities, and make our lives better each day.   As we move into a season of thanksgiving and celebration, and we remind our community of the transformational impact we have on lives, don’t forget to share the good news on how your organization has an impact on our economy, as well.   


Tags:  Delaware  economy  nonprofits 

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