The Impossible Equation of Philanthropy and Learning to Fill Mission Gaps with Nadine Gabai-Botero
About This Episode
Imagine you’re running a nonprofit. You’ve got a mission that matters, a staff that believes in it, and a community that depends on you. And then, without warning, a key piece of funding evaporates. Not because of anything you did—or didn’t do—but because the world shifted, policy changed, or a budget line disappeared in Washington. The grant is gone, the plan is upended, and suddenly the future isn’t just uncertain—it’s fragile.
This week, Carrie welcomes back strategist and fundraising expert Nadine Gabai-Botero to sit with the discomfort of our shared reality. Together, they offer a framework, a way to think, respond, and lead in a moment where so many nonprofit leaders are quietly asking themselves: How do I move forward when I can barely hold ground?
Nadine shares stories from the field, insights from decades of advising nonprofit leaders, and practical tools for reframing your fundraising case—not just to reflect the urgency of the moment, but to invite donors in as collaborators. From building “resilience funds” to quietly rethinking the purpose of your gala, to using technology to remove friction from giving, Nadine offers a way forward that is both pragmatic and deeply humane.
Along the way, they challenge the idea that scarcity must lead to silence. They talk about the courage to be transparent when things aren’t perfect, about engaging lapsed donors as latent allies, and about why resilience isn’t just a buzzword—it’s a posture, a practice, and a way of holding steady in the storm.
Somewhere between budget cuts and hopeful pledges, between the noise of a turbulent news cycle and the stillness of a personal letter from a nonprofit director who’s never asked before, this episode becomes what so many leaders are craving: a companion in asking the hardest questions.
In the end, this is a conversation about values, vulnerability, and the belief that missions—when stewarded with clarity and courage—do more than survive hard times. They rise to meet them.
Links & Notes
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Speaker 1:
The only thing that's going to matter-
Speaker 2:
Look at what you're doing right now.
Speaker 3:
The more we divide and silo ourselves, it's at our peril.
Speaker 4:
Did we miss something?
Carrie Fox:
Hi friend, and welcome to the Mission Forward podcast. I'm Carrie Fox, your host and CEO of Mission Partners, a social impact communications firm and certified B Corporation. And if you are new to listening, I'm really glad you're here today because this is a conversation that you asked for. And by you, I mean many of you. With a podcast name like Mission Forward, it's of course likely that we are talking about nonprofits and how they move their missions forward. And in this time there are a lot of you who have a lot of questions on how to do just that. Nonprofit leaders are under pressure, they're under fire, some of them are under attack. But within all of our respective communities, we know how much you are needed, how much you are necessary, and how much your work must continue on.
So today, we're going to share a little bit about what we're seeing. We'll provide some context to this big question, how far can or should you go to protect and live your values and where should you change course? But really, we're going to get down to some basics. We're going to give you some grounding. And today's guest is the perfect person to do that. She will help us sort through some of these questions we have, bring some grounding focus to the conversation. And she may sound familiar as she has been on this show before. She's a repeat guest and a dear friend, Nadine Gabai-Botero who works with organizations to help meet their strategic goals through fundraising. And she's got a wonderful lens into the moment that we're in and how we will get through the moment that we're in. Nadine, thanks for coming back on the show and joining me for this conversation today.
Nadine Gabai-Botero:
Carrie, I'm so glad to be here and it's such an important conversation to be having. I am also being asked for many different people of different size organizations, what's the way forward? And I feel like this is the perfect time to just dive in.
Carrie Fox:
And acknowledging we don't have all the answers, but we never do. That's the reality of life is we'll never know what's coming ahead, but we can be prepared for it as best as we can. So let's start with a little bit of grounding. What do we know and what can we ground ourselves in? You and I both spend our days supporting nonprofit organizations, leaders their boards, and I should note that these are nonprofits who span across ideologies, across demographics, across issue areas, industries, parts of the country. And yet, we know all of them are facing some of the same concerns and questions. So I wonder if you want to get us started and I'll pepper in, but what are you seeing from your perch?
Nadine Gabai-Botero:
I am seeing first of all from the government federal freeze, a lot of them have been hit. Even if an organization just gets a small... Could be called small... $20,000 or $50,000 grant or even 10, for an organization that's smaller, that's a big hit. Other organizations get millions of dollars. And one of the challenges is some of those cuts have happened immediately without any warning and some are happening over time. They're being told, "Oh, you won't be renewed at the next cycle. But regardless, what that does is it makes an organization have to look down and say, "How do we shift? Where do we grow and where can we make up the difference?" And if they can't, where can we slim down our programs or our services, unfortunately, but that's the reality, so that we can move forward? The one thing I'm seeing is organizations are committed to meeting their mission, and how that continues is different for so many different types of organizations.
Carrie Fox:
I appreciate that you went there, that they are committed to meeting their mission. I was speaking with someone yesterday who is in San Jose, California and she's presenting a plan to the mayor next week to continue on with some of their work that is tied to welcoming immigrants in that community. And she said, "A lot of people are asking me, 'Am I still going to the mayor's office?' And I said, 'Of course I'm still going to the mayor's office. It would be poor of me on this job to step away from that work.'" And I think that's a good reminder, is that preemptively stopping our work is a bigger problem. So how do we continue on and feel confident in the work that we can continue?
Nadine Gabai-Botero:
That's right. And I will say, I think what you brought up, the question of how do I tell what I'm doing is one that I get asked. Sometimes nonprofits are so used to feeling like they have to have everything perfect and they want to tell their donors, "Look at how I'm doing so well," the thinking being that, well, that means that the funding will continue because they see that they're checking all their boxes. What happens when things are not going well? And I'm seeing a couple of different ways. One is, "Okay, we're going to be transparent. This is what's happening." And the other is, "Mm-mm, don't reach out, don't talk to them until we've got a plan, until we've got things buttoned up." And I can't stress enough how the former, being transparent is the better way to go. Hopefully, organizations and boards and staff members, senior leaders are comfortable there. You've got to get there because that's the only way that you keep your donors with you. Donors want to be problem solvers, many of them, and so you have to give them an opportunity to say, "Oh wow, things aren't perfect here, but I can be part of the solution."
Carrie Fox:
So let's talk about that a little bit more, that when organizational leaders recognize that there is trouble on the horizon, is it a best strategy to say, "Look, we don't have all the answers. We don't exactly know where we're going to go, but we have some pathways," and you bring those pathways to the donors versus not going empty-handed to those donors?
Nadine Gabai-Botero:
Yeah. And frankly, keep in mind, it's not just the organization that may be in a tumultuous place. Your donors may also be a little bit challenged, but wow, to be able to think about somebody else's problem and think about might they be helped with a way forward? That's helpful to your donors. And so this is a bit of a two-way street. So you don't want to leave them out in the cold, because I'll tell you, if you wait two or three months and then you're like, "Hey, we want to tell you what's going on," there just doesn't have that organic feeling. And we've talked to our clients about think about your different donors in different boxes. And some of them might not be the ones that you pick up for a phone call, but others are. And so you have to really be thinking about your list and who you're reaching out to when and what you're going to say.
Carrie Fox:
I've heard a lot of questions come through on, is now a bad time to try to introduce our work to new donors? Are new donors less risk averse to invest in a nonprofit they haven't invested in before? And so you've got to double down and rely on your current donors. In some cases, I understand that, but it feels like we might be limiting the opportunity to build the network. I'm curious how you're counseling folks.
Nadine Gabai-Botero:
Yeah, absolutely right. I do think your first and best strategy is to go to your current donors, even your recently lapsed donors because they know you and they'll care about you. But I do think there's value, because let's just say you're a food pantry or you're doing something that's around housing or something that's really important, vital always, but particularly now, you can tell a story about why in this moment it's even more important. And donors do shift their giving when times get uncertain and economically challenging. So there is a window there, but you have to almost reframe your case for the moment. And that is something else that we're counseling, which is don't just take your case from 2024 or 2023 and say, "Hey, remember, these are programs. We're doing these." It has to be current, so you have to spend some time with the messaging. And this is your lane that you all live in, it's what is the message that resonates for right now as to why your work is important and how a donor's investment can help meet that moment?
Carrie Fox:
Right. Speaking of that frame, I love that, reframe your case for the moment. I am already seeing some inklings of this that I think is really interesting, and it's good, that organizations who have their big galas planned for the fall are starting to reimagine, "Maybe that's not the best way to spend our investment." Doesn't mean not gathering your donors, but maybe it means, "Hey, we're going to actually not have the gala downtown the way we had planned. And instead, we will do a series of community dinners or briefings inside donors' homes, repurpose how we're gathering, be intentional about how we're gathering," in smaller groups versus large groups, for a few reasons. There's pros and cons to that. So again, I'm curious if you're giving any counsel on how we just check in on the ways that we are engaging with our donors in this time?
Nadine Gabai-Botero:
I'm reminded of COVID in that way that we all had to reflect on... I know there was a in-person versus not, but it was also that messaging question. We just did it and we have to do it again. We have to rethink how we're doing the various things we're doing. And does it connect with your organization's purpose? A glitzy gala might not be the best thing, but if you know the deposits are in and you can't get that back, then can you turn the volume down a little bit? Could you do your paddle raise or your ask in the room and have it be more poignant? You can have a couple people come and tell their stories who are actually recipients, beneficiaries of the organization in a different way. So you just have to be thoughtful and very grounded in your work in all that you do. This is not a set it and forget it kind of moment. You have to be thoughtful about all the different pieces.
Carrie Fox:
How do you see nonprofit leaders managing the risks of this time? Anything particular you see working well?
Nadine Gabai-Botero:
I mean in terms of managing staff, there's been layoffs and there will continue to be layoffs and that's just the bottom line. And so folks are looking at their budgets. For organizations that are on a July to June fiscal, I think they have more pressure than the ones that are going to December because you're in essentially the last quarter and you're saying to yourself, "Where have I come in okay, and where am I having shortfalls, and what does that mean overall?" We do some staffing and some hiring and we're helping a few organizations hire either development directors or chief development officers. And you know what? It's an interesting time for hiring because these roles are more important than ever. If you're a senior fundraiser and you have the chops and you know how to do your work, without public funding, where is the money going to come from? You have to be smart, you have to be strategic in what you're suggesting for your organization.
So there's a lot of shifts happening and I think organizations are going to start looking throughout and saying, "Is there any fat left?" And we've been through a lot where organizations don't have a lot of fat, and my biggest concern is, are programs going to start getting cut? And then what happens? And that's where it's unclear where there may be... If you look historically, if you look back to '08 and '09, there were drops in giving. According to Giving USA, I think it was 6% and 7%. In '08 a drop and again in '09. But what happened? A lot of the major donors didn't lower their giving. They actually stayed with the organization. Foundations also finally found their footing, and I'm hopeful that they will again. I know if you've heard, the MacArthur Foundation recently came out with their set it at six. So instead of 5%, they're committed to giving 6% of their investment. That's the kind of thing we want to see. We're not seeing it in bold ways. But foundations are always a little more slower to the gate, although hopefully they'll come through.
Carrie Fox:
Well, I'll note a couple things. As we are recording this, there was something that was just released yesterday that I think is a good sign of maybe more to come called the Solidarity Pledge of some foundation executives who announced in Nonprofit Quarterly, and it's through Council on foundations, of foundations who are coming together and banding together to make sure that they continue to invest in the critical work of now. So that is happening and I think we'll continue to see some good movement around that solidarity pledge.
I'll also note something that we actually talked about last year on the podcast when we had Joe Goldman of Democracy Fund on, and he talked about the All by April campaign. So this was last year. It will continue on, but it was this idea to challenge foundations not to hold their resources through the entire year, but to give them early, give all of your investments by April. It was 174 foundations that signed on, that was foundations, donor networks, advisors, but they committed to move funds early in the year and they committed to simplify grant processes too. So I love this movement of foundations. I agree with you, we need to continue to see more. But I would remind nonprofits that they can also challenge and ask their foundation partners if they're part of these efforts, if they plan to be part of these efforts as they think about who they will continue to turn to and partner with.
Nadine Gabai-Botero:
Absolutely. The other thing I am seeing is a movement towards more general operating support. I think foundations are recognizing even if a grant had been for a restricted, they're saying, "You know what? Go ahead and you can use this however you see fit." So that is another way that I think... And frankly, nonprofits should ask their funders, "Can we shift this to a general operating grant given these other cuts we've experienced so that we can...?" So I think that's on the organization to actually push a little bit where they feel they can.
Carrie Fox:
It's so unlike COVID and so much like COVID in the same time. And I remember one of the things we talked about early on in 2020 was find a buddy, help navigate through this time with a peer group. You and I were one of them. But it can be a peer group of fellow nonprofits on how do you work together to streamline and build some efficiencies between your organizations. It may be that for the next few years we need to compress a little bit. To keep the lights on we might have to compress, and that's okay so that we get to a point where we can navigate through it. But this flexibility and nimbleness feels really important right now.
Nadine Gabai-Botero:
Absolutely. Absolutely. Yeah. I agree. Another thing that I've been advising my clients on is that those who use donor-advised funds to give... And that's something that you've just got to keep in mind, that these are individuals who have already set aside funds that they're planning to give at some point. And so being really strategic about who's on that list, knowing who's on that list and being able to have conversations with them that may be different than other folks who would need to sell stocks to make a gift or what have you.
Carrie Fox:
So let's talk about that for a minute because perhaps there are folks who are listening who say, "Oh, I don't know if I have any donor-advised funds." How do you even break into getting those groups among your donor set?
Nadine Gabai-Botero:
Well, I mean it's challenging. In some ways you know because your donors' gift came from Fidelity or Schwab or something and didn't come. And so you have to be aware and looking for the signs. And unfortunately, sometimes those organizations, the donor does not have to reveal their name. They just don't. That's part of the rule right now. So an organization may not know who it is. Every organization needs to do its best to find out who it is. What does that mean? You can have a conversation with somebody at Fidelity and say, "Hey, I just got this grant. I just got this $20,000. I don't know who it came from. Do you have information you can share with me?" It's interesting because some will share it and some won't, but you have to try, and you have to try again. Just like in other areas of fundraising where you have to be a little persistent, not obnoxiously so, but you have to be persistent. And this is another case. And when you have a meeting with a donor, you might ask them, "How do you prefer to give? Do you have a donor advice fund or is there anything that I can do to help facilitate your gift?" So again, being upfront, being forward. And a donor can just say, "Oh no, we just write a check." Okay, then you understand that. So you do have to try to understand that.
There's a whole nother school of thought, which I am not completely believing right now. There is a school of thought that you can contact folks at your community foundation, build relationships. It's just like the other relationships you're building. It needs to be part of it. But don't park yourself in front of community foundation and not leave until you get the names of folks that have DAFs. So you have to figure out the best way. But it's all about those relationships. And that's just one way. But I do think that as you are getting to know your major donors, in particular, you will go ahead and ask them questions. And I'll also say that there's a few financial institutions that are now having no minimums to have a DAF. What does that mean? You're not necessarily going to have just the $10,000 donors have DAFs, you're going to have the $100 donor. So the quicker that you start coming up with a plan for how you engage and build relationships with these folks, the better.
Carrie Fox:
So let's stay on this more. I love this. So let's think about how we create easy systems for funds to come in. So I hear you saying if you're DAF friendly, if you understand that market, that may open up a pathway. Let's talk about technology. Are there any best practices on how organizations are using their websites to collect, being mindful of increased fraud and scams? What do you see that's working that a nonprofit should do at a baseline right now to make sure they're in a position?
Nadine Gabai-Botero:
Absolutely. You have a widget on your donor donation page that is basically a DAF widget. And you can get those, you can just find them and pull them down. And essentially, it's like a little pull down menu so that if you're a donor and you're going through and you're like, "Oh, here's a way to give with my Visa. Here's a way to send a check. Here's a DAF." And you just literally, it's a pull down and it has Fidelity, it has all the different kinds. Most of them, not all of them. And then you just put it and that takes you through. That makes it as easy as possible. It's like having information on planned giving on your website, which a lot of organizations don't. It is the most baseline. You just have a little bit of language on there that says, "Here's language that you can take as a donor. You can take it to your attorney and put it into your will to say, this is how I would like to include you in my will. And by the way, let us know if you do." Something like that is as basic as it comes. There's a lot of ways to be more sophisticated, but that's one of the most basic.
Carrie Fox:
I love that. Okay, good. I'm also seeing some really creative use of campaigns, not waiting for year-end giving, which I know people put a lot of emphasis on, but doing very focused campaigns in the moment. Help us fill the gap on some of our legal service funding. Help us fill the gap on some of our new workforce funding. What are you seeing that may be working or not working as nonprofits are thinking about how to make their funding requests relevant and for the moment?
Nadine Gabai-Botero:
Right. That's such a great question. I have been advocating for a couple months using something I've been calling the resilience fund. Because one of the challenges is a lot of nonprofits right now, they're seeing in the horizon that things might get really bad, but right now things are the same. And so let's say you do education and you're like, "Wow, maybe we're going to not have any funds to do these programs in September, but right now things are okay." So to me, a resilience fund just says, I am raising money for a what-if that unfortunately, I see potentially coming, and how do I do that now? And so what you do is you lay out for the donor, "This is what is potentially coming and this is how we are being smart to make us as sustainable as possible."
Now, one of the things that I would advocate not doing is, there's a fire and so screaming, "This is an emergency," and also the calamity that is so dire, that frankly, I as a donor and others are like, "I don't think I want to give my money here." So you have to temper the language. You have to find some optimism. Fundraising at its core is optimistic. You are saying this is going to help the world, the student, the what-have-you. And so you can't come with just a gray day and a real sad story and expect a donor to say, "Yes, I want to be part of this." So it's a balance and you've got to figure out a way to do that.
Carrie Fox:
I appreciate that so much. We were actually just commenting internally, there's an organization that I love and I have never seen a fundraising email from them before. And on the same day, my colleague and I commented that we had both received one from the nonprofit executive that said, "I've never asked you before, but I'm asking you today to keep my work moving." And independently we both gave to that organization because it was so authentic. I knew she had literally written this, and it wasn't frantic. It was, "We know if we don't get these funds, we may close our doors, but we have the potential to keep our doors open. We have the potential to keep this work moving forward. And we're asking our community to show us their support." And it was really lovely, but it wasn't overdone. It was just a note from her to me is what it felt like.
Nadine Gabai-Botero:
Yeah, yeah. I love that. And I almost want to ask you for a copy of it because there's nothing better than a solid-
Carrie Fox:
Happy to send it to you.
Nadine Gabai-Botero:
... well-written letter. My question to her would be what's next? Because I think of these appeals as part of a conversation. In a conversation, I say something, you say something and we go back and forth. And so my hope is that this organization, even if okay, you've given, and they might not ask you again, but I hope you hear from her in a few weeks and I hope you hear from her again in the summer. And then maybe she does ask you again for something slightly different. And so this is what I think a lot of organizations, they just feel this sense of... I don't know if it's shame or discomfort with putting that out there, but I always said that let the donors say no, let them have the opportunity to give, but you have to figure out how to ask and then have that conversation with them.
Carrie Fox:
Yes. And there is already so much of the sky is falling and my hair is on fire feeling. We don't want to be the leaders that make people feel that even more. So be mindful of the types of language we're using and how frantic those calls for support sound.
Nadine Gabai-Botero:
Absolutely. And frankly, the sky is falling is a real parable because if you keep doing that, folks are going to turn it off. They're going to say, "Well, they were doing that last year and they're still around, so how truthful are they?"
Carrie Fox:
Right. Let's go back to your resilience fund, which I love this idea. Do you see nonprofits literally setting up a set-aside fund? What's the vehicle they're using?
Nadine Gabai-Botero:
I don't. And I think this is a tricky way, but to me this is still general operating, but in a way, it's saying... It's a little bit like, "This is a bit of a rainy day because we think the rain is coming." So I don't see it as a separate fund, an account that just sits there. But it's saying, "Help us." And often, I have seen actually, "Give us your same annual fund, but would you double that with funds that we can put towards this resilience program that makes sure that we'll cover costs if we get cut, which we expect might happen?" Because otherwise how are you an organization going to get ahead? How are they going to have a little bit more to put aside? I mean this is the story of our culture and our communities right now. How do you get ahead if everything you're using is just for the moment? And so this is a time where we say to donors across the board, not just your very wealthy, but those who maybe have a little more breathing room, think about what's happening and how important our nonprofits are in our communities, and then what happens if those things go away one by one by one, if you think about environment, education, because this is in our fabric like no other country really.
Carrie Fox:
Mm-hmm. The frame resilience is also a wonderful one. We talked quite a bit about crisis management. I prefer to talk about issues management, but then there's also resilience management and how we are preparing for what could come ahead, how we think level-headed about those situations versus believe they will happen. Simply, be ready if they happen. I wrote something earlier this week and was actually referencing something from Harvard Business Review that talked about building resilience nerve centers inside your organization, which could literally be a working group of senior leaders who are actively monitoring what's happening around your industry, around your sector, some key news to understand, are we ready should things happen? And what will our response be, whether it's public or not. But framing it in resilience allows us to remember that we will get through this.
Nadine Gabai-Botero:
Yeah. It's a point of strength versus you're having to pick yourself up off the ground in a way that you're not sure if you could do it, right?
Carrie Fox:
Right. Resilience I think is also an important phrase when we think about... Again, we're recording this coming off of a few incredibly down turbulent days in the market, and I have heard this question a few times on, "Do you think that will stop funders ability to be able to give because the stock market is so down?" As we know today, the stock market is up today from what it was yesterday. So I'm curious if you are seeing anything of donors who are becoming more hesitant to give because of the turbulence of the economy?
Nadine Gabai-Botero:
They may, they absolutely may, and you have to know that and also double down on your engagement and relationship with them. One of the things we saw in '08, '09 is those organizations that really made the effort to keep their relationship with their individual donors in particular strong, no matter whether they were giving or not, rebounded more quickly. And so it is impossible for it not to have an impact. It's like we're in the middle of an earthquake, to be honest. And those aftershocks. We don't know quite if this is the earthquake or the aftershock, however, what we're seeing is movement and folks are trying to grab onto something. So in that meantime, you're not necessarily also doing these other things. You're just trying to grab on.
I was actually leading a capital campaign in '08, '09 and we paused all asks for six months and we were towards the end and we had just gotten a big challenge grant that would have gotten us to the end, but it was just the moment. That didn't mean we stopped meeting with donors. We kept building relationships, but there had to be a pause. So I think folks have to understand that the climate and the environment is a factor, but it's not everything. And so you can't just freeze in the moment. You've got to keep moving and building. I had somebody ask me this yesterday. I was at a conference and they said, "Well, I think that this is really hurting my donors, so I'm thinking I'm not going to ask them." And I was like, "Well, you're making a lot of assumptions here." Have a conversation, understand where folks are, and then you can absolutely be conscious of whether or not this is a time to pause. But that's all part of that relationship building, even in a challenging time as much as in a good time.
Carrie Fox:
So we're coming to the end and you've shared so many great grounding insights today, Nadine. I want to go back and just reinforce a few of them, so that if the folks who are listening just remember a few things, what we want them to remember. So one that I'm hearing is keep your relationship strong. Keep the door open to those donors, including those lapsed donors, those current donors and those prospective donors. Don't stop communicating. Don't stop engaging them. What's your number two?
Nadine Gabai-Botero:
Well, number two I think is the case that we were talking about, revisiting your case and reflecting on it with a why now lens. How do you talk to a donor about why your mission is so important? And that includes the potential risks that you're facing, but also the potential needs that are the reason you exist. And so you can't just keep business as usual without doing that key step. And a case can be different for different organizations. That might just mean sitting with your grant writer and saying, "Let's reframe this proposal and then we'll use that for other ways." It might be sitting with a comms team and saying, "How are we reflecting the moment in our website?" It's really interesting, the groups that keep the language changing in a way that feels real versus the ones that are static, it just makes all the difference in terms of having a... It's like a living, breathing thing, right?
Carrie Fox:
Right. Yeah. So meet the moment, but not frantically. Meet the moment authentically. Meet the moment humanly. One more I'm taking away... And if you've got another one after this... But remove the barriers to giving, whether that's on your technology platforms or in opening doors to have DAFs flow more easily to you. Whatever it is, remove any barriers that may exist to be able to give to you. In some cases, that might even be in assessing your language. Because we don't want people to feel turned away from your work because maybe there are certain keywords you're using. So be mindful of how you are engaging and appealing to a wide net of donors to ensure you're not creating barriers to giving too.
Nadine Gabai-Botero:
That's right. Yeah. And I think I would add be creative with your asks, and that means give donors the latitude of making maybe a two-year pledge. And then this year the gift is smaller than next year. So you have to be comfortable with a little bit of creative giving so that it meets the donors where they are, whatever that might be.
Carrie Fox:
Right. Yeah. Speaking of... Well, maybe we'll end here, but... So you may know, Mission Partners has a multi-year investment that we make in one nonprofit, and it's a agency-wide commitment. We work together to determine who the nonprofit will be and how we will support that nonprofit. We're coming to the end of our three-year commitment to Generation Hope, which is a wonderful DC-based nonprofit. We've been so thrilled to invest in them. We are getting ready to make our next, and it will once again be a three-year investment because I just value so much that commitment to give in a consistent capacity.
Nadine Gabai-Botero:
Because you want to see it build, right?
Carrie Fox:
Yes.
Nadine Gabai-Botero:
Do you have a next organization, or is that going to be-
Carrie Fox:
We're in the process. So if folks are listening and they want to put their name in the ring, then drop me an email. We're in the process of vetting organizations right now.
Nadine Gabai-Botero:
I love that. Okay. I'm excited to learn about that. I'm sure you would send it out.
Carrie Fox:
And maybe that's our final note is, sometimes philanthropy comes from unexpected places. It's not always going to be the same set of foundations and the same set of donors. We see small businesses, we see companies, we see many hands coming together to form little funds that they can use in this time. And that's a beautiful thing about community is how community responds. So hopefully, folks have heard some things that are giving them some grounding and some positivity and some focus on how we navigate through difficult times. The sun will come up again tomorrow. It may be a little tougher to advance these missions, but the missions can still be advanced.
Nadine Gabai-Botero:
Absolutely. Great.
Carrie Fox:
Well, Nadine, thank you so much for sharing your [inaudible 00:33:20].
Nadine Gabai-Botero:
Thank you for having me. I always love talking to you, and all the better to share it with others.
Carrie Fox:
You as well. You as well. Well, thanks so much for being here today.
Nadine Gabai-Botero:
Thank you.
Carrie Fox:
And that wraps this episode of Mission Forward. Hey, if you heard something today sticking with you or someone who could benefit from this conversation, pass it along. And let me know that shows like this one are benefiting you along your path to navigating conflict by leaving a rating or a review on the podcast platform where you're listening right now. It makes all the difference and helps us get this content into the ears of people who need it. So thanks for listening, and I'll see you on the next episode of Mission Forward.
