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DMC’s Creative Contribution to RefugePoint’s 20th Anniversary Gala Celebration

DMC’s Creative Contribution to RefugePoint’s 20th Anniversary Gala Celebration

Ten months ago, Deo Mwano Consultancy (DMC) partnered with RefugePoint to create a performance piece that would help tell the organization’s powerful story — their mission to reunite families and help refugees resettle safely around the world. RefugePoint, based in Cambridge, Massachusetts, supports refugees across Africa and the Middle East. Trusting DMC’s creative vision, RefugePoint tasked the team with producing a piece that would amplify the emotional impact of their work on a global scale.DMC’s CEO, Deo Mwano, collaborated closely with RefugePoint’s CEO, Sasha, and his team to ensure the performance would deeply move the gala audience. Over the course of ten months, Deo experimented with different sounds, movements, and story structures to craft a piece that authentically captured a family’s journey — from being torn apart by conflict and atrocities to their desperate search for safety and reunion. His goal was to immerse the audience in the emotional reality of displacement, so they could truly feel the urgency and significance of RefugePoint’s mission: helping displaced families find safety, rebuild their lives, and reunite with loved ones.The Creative ProcessThroughout the creative process, Deo kept real stories of refugee families RefugePoint has helped at the forefront of his work. He cast a diverse ensemble of performers — a mother, three children, four soldiers, and one NGO worker representing RefugePoint.The story unfolds with the mother and her children playing outside when a militia group invades their village. As chaos erupts, the family becomes separated — the mother frantically searching for her daughters while the soldiers hunt them down. The lyrical choreography expresses the mother’s anguish, fear, and determination, allowing the audience to experience her emotional turmoil.Eventually, one of the daughters is captured, and the mother connects with the NGO worker, who pledges to help find her children. He ultimately reunites the mother with two of her daughters. When the mother realizes one child is still missing, she breaks down, pleading for help. The piece concludes with the mother standing center stage with her two daughters as the NGO searches for the last child — a haunting reminder of the countless families still separated today.Impact and ReflectionThe performance, titled “We Deserve to Live Too,” left a profound impact on the audience. Many attendees approached Deo and the cast afterward to share how deeply they were moved by the piece and how it renewed their commitment to refugee advocacy.RefugePoint’s 20th Anniversary Gala successfully raised $1.5 million, a testament to the generosity and passion of those who believe in the organization’s mission.Today, more than 100 million people worldwide are displaced, yet fewer than 5% will ever be resettled in countries like the U.S., Canada, or across Europe and Australia. The United States once resettled approximately 120,000 refugees per year, but that number has drastically declined to close to zero under recent policies. Refugees are among the world’s most vulnerable populations — people who have lost their homes, communities, and sovereignty in search of safety from war, persecution, famine, or disease.In our own communities, former refugees live and work among us. Some have found stability, while others continue to adapt to new lives. It is vital that we continue to support and advocate for refugees everywhere. Organizations like RefugePoint play a critical role in restoring hope and offering second chances — transforming lives and strengthening our shared humanity.Watch the behind-the-scenes journey of “We Deserve to Live Too,” the piece created for RefugePoint’s 20th Anniversary Gala.  The DMC Community Transformation Team brings over 25 years of combined experience, collaborating with nonprofits, cities and towns, grant makers, and other nonprofits to make a positive impact. DMC has successfully created programs and campaigns that bridge diverse communities, addressing root causes of problems and facilitating sustainable solutions.
Conflicting Priorities: Can Nonprofits Truly Solve Community Problems?

Conflicting Priorities: Can Nonprofits Truly Solve Community Problems?

By Deo MwanoNonprofits exist to address pressing community needs. Yet, too often, their strategies reflect a tension between two competing priorities: solving the problem at hand and preserving the organization’s sustainability. While stability is important, the incremental deployment of resources to ensure longevity frequently prevents nonprofits from making transformative change.Incremental Deployment vs. Maximum ImpactMany nonprofits deploy resources cautiously, spreading them thin to extend their operations. While this approach supports organizational survival, it rarely addresses problems at the depth or scale required. Incrementalism maintains the status quo—it allows an organization to exist, but it does not necessarily enable it to solve the issue that inspired its founding in the first place.Imagine if nonprofits reoriented their strategies to maximize impact by deploying more resources directly to the communities they serve—even if that meant serving fewer people at first, or even reducing their own lifespan as organizations. The question is worth asking: what would it look like if more nonprofits operated with the mindset of working themselves out of existence because the problem they set out to solve had been eliminated?The Case for Shifting PerspectiveSolving deeply rooted community challenges requires concentrated resources, focus, and a willingness to prioritize impact over preservation. When nonprofits approach their mission with the lens of maximum disruption—rather than incremental service—they create conditions for systemic change.Unfortunately, a review of many nonprofit financials tells a different story: a significant share of budgets is dedicated to administration and workforce management rather than direct service delivery. This imbalance limits an organization’s ability to drive lasting change. If more nonprofits could redirect resources toward frontline solutions, communities might see measurable shifts in long-standing issues.Why “Working Yourself Out of a Job” Should Be on the TableNot every nonprofit needs to operate with the goal of eventual closure. But more leaders should wrestle with the possibility. Some of our communities’ most entrenched problems—poverty, inequity, violence, health disparities—require the maximum deployment of resources right now to be meaningfully disrupted. Sustainability should not become a shield for under-resourcing the very problems nonprofits were created to solve.Nonprofits should be striving to:Allocate boldly. Direct more resources to high-impact interventions, even if it limits organizational longevity.Balance differently. Ensure that operational expenses do not outweigh investments in direct services.Reframe success. View “working yourself out of a job” as a marker of mission fulfillment, not failure.Closing ThoughtCommunities don’t need nonprofits to simply exist—they need them to solve problems. By shifting priorities from preservation to impact, nonprofit leaders can create real disruption, maximize resources, and bring communities closer to the outcomes they deserve. The DMC Community Transformation Team brings over 25 years of combined experience, collaborating with nonprofits, cities and towns, grant makers, and other nonprofits to make a positive impact. DMC has successfully created programs and campaigns that bridge diverse communities, addressing root causes of problems and facilitating sustainable solutions.
100K, One Community, One Bold Experiment: What We Learned

100K, One Community, One Bold Experiment: What We Learned

By Deo MwanoCommunity-Led Grantmaking: Shifting Power to the PeopleIn the grantmaking space, there has been growing momentum toward shifting decision-making power from funders to community groups. The idea is simple but powerful: community members often know the needs of their neighborhoods far better than funders do.This approach helps ensure that grantmakers don’t overlook causes, groups, or organizations that may not traditionally be on their radar. It also addresses unconscious biases that can arise when funders repeatedly invest in the same “legacy” organizations. By centering community voices, funders can align resources more closely with real, on-the-ground needs.At Deo Mwano Consultancy (DMC), we do not advocate for one model over another. Instead, we recognize the importance of reach, relationships, and impact. Over the years, we’ve partnered with many grantmakers to strengthen their ability to allocate resources fairly to address gaps and amplify impact in the communities they serve.A Case Study: Putting Community in the LeadRecently, DMC worked with two grantmakers on a project that illustrates how community-led grantmaking can work in practice. The grantmakers had set aside $100,000 to be distributed within a specific community. Rather than making those decisions internally, they asked us to study the feasibility of engaging community members directly.Our recommendation was to create a community advisory group composed of individuals who live, work, and serve in that community. The funders agreed, and with our support, we recruited a variety of members including school administrators, teachers, public health workers, firefighters, school board members, parents, and alumni.These individuals brought deep knowledge of community dynamics and were more than qualified to decide how funds should be allocated. They were supported by a coordinator from the grantmaking organization who helped manage logistics, deadlines, and questions, while ensuring the advisory group retained full decision-making autonomy.Over three months, the advisory group developed funding criteria, opened the application process, reviewed submissions, and made funding decisions. At the final meeting, members arrived prepared with evaluations of each applicant. Through discussion and thoughtful compromise, they reached consensus on how to distribute the $100,000 in one-time, unrestricted grants.As observers at the final decision-making meeting, we witnessed firsthand a process that was respectful, thorough, and deeply intentional. The group’s decisions addressed both the immediate priorities and the long-term needs of their community.Keys to SuccessThe success of this project stemmed from intentional preparation and thoughtful structure:Advisory Group Design: Selecting members who truly represented the community.Strong Coordination: Providing organizational support without interfering in decision-making.Clear Process: Establishing timelines, criteria, and tools for accountability.Respect for Autonomy: Allowing the community to lead while offering facilitation when needed.Compensation: Recognizing the group’s time and expertise with stipends or honoraria.When these conditions are met, community-led advisory groups can make grantmaking both effective and fairly. They bring fresh perspectives, build trust, and ensure resources directly address community priorities.Final ThoughtsCommunity-led grantmaking is not about replacing funders—it’s about collaboration, trust, and shifting power where it can do the most good. When grantmakers intentionally create space for community leadership, the result is greater legitimacy, stronger relationships, and more impactful outcomes.At DMC, we’ve seen how transformative this approach can be. With the right support and intentionality, community-led grantmaking works—and works well. The DMC Community Transformation Team brings over 25 years of combined experience, collaborating with nonprofits, cities and towns, grant makers, and other nonprofits to make a positive impact. DMC has successfully created programs and campaigns that bridge diverse communities, addressing root causes of problems and facilitating sustainable solutions.
Breaking Down Barriers: How Non-Profit Executives Can Lead Stronger Collaborations for Greater Community Impact

Breaking Down Barriers: How Non-Profit Executives Can Lead Stronger Collaborations for Greater Community Impact

By Deo MwanoIn today’s rapidly shifting social and economic landscape, non-profit organizations face immense pressure. With reductions in federal social service programs and declining foundation donations — due to economic uncertainty and inconsistent political priorities — many nonprofits are operating from a place of scarcity rather than abundance.Unfortunately, this scarcity mindset often breeds competition rather than collaboration, particularly among organizations serving similar populations. Instead of uniting around a shared mission, we see territorialism, gatekeeping, and efforts to outshine one another to secure limited resources. This behavior stifles progress and undermines the very communities we aim to uplift.The Collaboration OpportunityThere is a better way forward — one rooted in shared mission alignment and community-first thinking. When nonprofit leaders commit to viewing their organization's purpose as part of a larger ecosystem of support, they unlock the potential for genuine partnerships.Rather than focusing on what your organization gains, ask instead:What does the community gain from our collective work?How do we create continuity and avoid duplication of services?Where can we partner to increase capacity rather than compete for attention?This mindset shift allows leaders to prioritize impact over recognition, trust over self-preservation, and fair practices over control.What We’re Seeing at DMCAt Deo Mwano Consultancy (DMC), we’ve worked with numerous cities, towns, grantmakers, and community coalitions to design collaborative programs that bridge nonprofits around shared goals. In these engagements, we often help multiple organizations align their strategies and services to increase impact without sacrificing identity or purpose.A key ingredient in this success is transparency — especially when it comes to funding. In projects where monetary resources are clearly communicated and expectations are set early, we see greater openness to collaboration. When everyone knows what’s at stake and how success will be measured, organizations are more willing to align and contribute toward shared solutions.But even in well-funded projects, challenges arise when the conversation shifts to resource distribution. While many leaders agree conceptually on the importance of collaboration, competition re-emerges when it's time to determine how funds are allocated. What Nonprofit Executives Should Be AskingIf your organization serves the same population and offers similar services as others in your area, now is the time to ask hard but necessary questions:Why are we uniquely positioned to do this work?Are our clients choosing us for specific reasons, or out of convenience or habit?If we stepped back from this service area, could another organization serve our community just as well—or better?Do we have the internal capacity to do this work with excellence and consistency?The answers to these questions offer crucial insights. They can help guide decisions about where your organization should double down, where to partner, and where to relinquish programming to others with stronger infrastructure or greater reach. And most importantly, these decisions should be informed by the community itself — through listening sessions, surveys, and authentic dialogue with the people you serve.Collaborate to Scale, Not to SurviveThe truth is, there are not enough resources to allow every nonprofit to do everything. The only way to make meaningful, lasting change is through strategic collaboration — built on humility, clarity, and trust.As an executive leader, your role is to model and initiate this change. Start with open conversations. Push past the fear of losing relevance. And stay focused on the collective progress of the communities you serve.When nonprofits collaborate with intention and integrity, communities don’t just receive services — they thrive. The DMC Community Transformation Team brings over 25 years of combined experience, collaborating with nonprofits, cities and towns, grant makers, and other nonprofits to make a positive impact. DMC has successfully created programs and campaigns that bridge diverse communities, addressing root causes of problems and facilitating sustainable solutions.
Not Your Average Retreat: Inside Our Dynamic Approach to Planning, Engagement, and Impact

Not Your Average Retreat: Inside Our Dynamic Approach to Planning, Engagement, and Impact

At Deo Mwano Consultancy (DMC), we’re known for our creative, out-of-the-box approach to board retreats, strategic planning, workshops, and large- or small-scale presentations. Whether we’re in a room with 10 board members or leading a keynote for 500 people, our mission is always the same: to build alignment, drive engagement, and maximize adoption of new ideas or strategies.Over the past 15 years, I’ve facilitated and led trainings for a wide range of organizations. I work closely with my colleague Andrea Bruneau, our Senior Organizational Transformation Consultant. Together, we’ve developed a highly effective method for designing impactful experiences that leave lasting impressions and measurable results.We Design Backwards to Move You ForwardFor every organization we serve, we start by designing our retreats and workshops backwards. That means we begin with discovery conversations—with CEOs, board chairs, superintendents, executive directors—to understand:What outcomes are you aiming for?How do you want your people to feel when they leave the session?If leaders aren’t sure how to answer those questions, we workshop with them to uncover the goals and emotions they’re hoping to cultivate. Once we understand the desired impact, we design each session around those core intentions—whether it's a single workshop or a multi-month engagement.Retention > Information DumpOne key lesson we've learned: success isn't about how much content you present—it's about how much participants retain and apply.The reality? Participants retain less than 10% of what’s shared during a workshop or keynote. That’s why we make our content tangible, interactive, and memorable. We prioritize active engagement over passive listening—because transformation happens when people move, create, reflect, and connect.We Bring Learning to LifeOur workshops include:Hands-on activities that involve movement, making things, and talking to one another.Creative tools like LEGOs, Jenga blocks, sticky notes, and model-building materials.Original role-play scripts tailored to your organization’s challenges—helping teams see themselves in real-world scenarios and collaborate on solutions.These elements are backed by the diverse talents of our team:Andrea majored in music, has theater experience, and coaches softball.David has over 17 years of teaching experience at the high school level.I’ve taught dance and created music and performance art for more than two decades.Although we hold master’s degrees in organizational leadership, education, and business, we lead with creativity, empathy, and human connection. We turn ideas into 3D experiences that meet people where they are.Our Secret Sauce: Movement and MusicI can’t talk about our retreats without mentioning our signature ice breakers. With a background in performance, I often open sessions with music and movement—but I don’t announce it that way. Instead, I ask volunteers to share their favorite wedding dance move or invite everyone to try something a little outside their comfort zone.And it works. At first, there are nervous chuckles. But within moments, people are laughing, smiling, and cheering each other on. Movement unlocks vulnerability and joy. We even revisit those dance moments throughout the session—sometimes closing with the same moves we began with, giving participants something memorable and joyful to take with them.Whether it's a room of 10 or a keynote with 500+ attendees, that energy stays with people long after the session ends.We're Not Traditional—And That’s the PointAt DMC, we are committed to providing non-traditional, high-impact experiences for:Board retreatsStrategic planningVisioning sessionsTeam and organizational alignmentWe don't just inform—we activate. The results speak for themselves: breakthrough moments, stronger connections, and real momentum for our partners across sectors.If you’re ready for a fresh approach to facilitation that blends strategy, heart, and creativity—we’d love to partner with you.
What Makes Cross-Sector Initiatives Succeed (or Fail): A Guide for Leaders Driving Social Impact

What Makes Cross-Sector Initiatives Succeed (or Fail): A Guide for Leaders Driving Social Impact

By Deo Mwano ConsultancyOver the years, DMC has been deeply involved in numerous initiatives that bring together multiple stakeholders. We are often brought into these efforts as the glue, the bridge, and a strategic partner to help ensure the initiative’s success. Our role frequently includes conducting feasibility studies to understand how people feel about the experiences the initiative aims to improve. We’re also tasked with keeping diverse stakeholders energized and engaged by managing communication and coordinating representation to ensure everyone feels included and values the effort. In some cases, we’re hired to advise on how resources should be allocated to address specific needs or gaps identified throughout the process.We’ve learned that for these efforts to succeed, several critical elements must be in place. We've also seen many promising initiatives stall or fail—not due to a lack of passion, but because of gaps in execution.These collaborations are typically driven by aspirational goals—goals that unite people and inspire collective action. We’ve had the privilege of contributing to cross-sector initiatives in healthcare, education, substance use disorder, workforce development, economic development, housing and transportation, civility, and broader social impact.To ensure the success of multi-stakeholder initiatives, the following components are essential:Clear communicationStrong alignmentFull transparencyManageable goals and milestonesFair distribution of resourcesIn this article, we focus on communication and transparency—two foundational pillars we believe are crucial for any collaborative effort. We will explore the remaining areas in future issues.Communication: The Lifeline of CollaborationEffective communication is the heartbeat of any successful initiative. There must be clear roles assigned for who is responsible for regularly communicating updates, decisions, and changes. Communication should be proactive, not reactive.This means:Establishing a consistent rhythm of updatesUsing multiple channels (email, messaging groups, video updates, live meetings)Encouraging feedback and dialogueTailoring messages to how updates may impact different stakeholdersAssuming that everyone is automatically informed leads to confusion and disengagement. Leaders must over-communicate rather than under-communicate, providing both context and clarity behind decisions. Communication needs to include not just the “what,” but the “why.”It’s essential that leaders allocate the necessary resources to support robust communication. This could mean staffing communication leads, developing toolkits, or investing in platforms that enable easy sharing and feedback.Transparency: Building Trust and Preventing FracturesTransparency is the foundation of trust in multi-stakeholder initiatives. When leaders are open about challenges, shifts in scope, and the reasons behind tough decisions, stakeholders are more likely to stay committed and solution-focused.Lack of transparency often leads to speculation, mistrust, and disengagement. Even well-intentioned withholding of information—perhaps to avoid panic or while seeking solutions—can backfire if stakeholders later feel blindsided or excluded.Transparency is especially vital when resources are involved. Some initiatives are funded through public grants or private foundations. Shifts in funding—whether reductions or reallocations—can have significant impacts on partner organizations that have structured their operations around those commitments.Being honest about changes, as early as possible, is key to maintaining credibility and goodwill. Stakeholders need time to adjust. Transparency doesn’t mean you must share every detail immediately, but it does mean being accountable and open about the realities of what’s happening.Final ThoughtsIt is the responsibility of initiative leaders to champion both effective communication and transparent leadership. Without these, initiatives risk losing momentum and stakeholder confidence. In time, cynicism can take root—diminishing the impact of even the most well-meaning efforts.As we continue working across sectors and communities, DMC remains committed to fostering partnerships rooted in trust, clarity, and collaboration. The DMC Community Transformation Team brings over 25 years of combined experience, collaborating with nonprofits, cities and towns, grant makers, and other nonprofits to make a positive impact. DMC has successfully created programs and campaigns that bridge diverse communities, addressing root causes of problems and facilitating sustainable solutions.