Frames Prison Program

At the age of nineteen, Dani Hedlund founded Brink Literacy Project, a nonprofit dedicated to using storytelling to empower people living on the brink. Over the last thirteen years, Brink has grown into one of the largest independently-funded literary nonprofits in the nation, with bases across the US and UK. Using her turning-point curriculum, Dani pioneered Brink’s Frames Program which is now taught in prisons in the US and Scotland. She is also the founder and Editor-in-Chief of F(r)iction, a literature and art anthology at the heart of all Brink’s education courses. Since its inception in 2015, F(r)iction has risen to critical acclaim, becoming one of the fastest growing literary journals in the world. As an expert in literacy education and mission elevation, Dani also speaks regularly at universities, media outlets, and conventions, as well as writing for major publications about prison and education reform.

Our prison populations are rising at an alarming rate. But this is not due to rising crime. Instead, the revolving door of our justice system makes it nearly impossible for someone to stay out of prison upon release. Not only is this astronomically expensive, it also creates a cycle of incarceration that can trap generations. 

By combatting three of the primary factors that contribute to incarceration and recidivism—education, job skill, and personal growth—Brink’s Frames program is taught in women’s prisons in the US and UK, using the comic book medium to court low-literacy and reluctant readers, empowering students to take ownership over their pasts, and helping them create a roadmap for the future. 

But real change doesn’t only happen in the classroom. We are working on publishing stories from these courses to elevate them into the national conversation, sparking shifts in perception and policy change.

At Brink, we are keenly aware of the impact that positive stories can have. But we also know how negative stories can do great damage. 

In marginalized communities—from incarcerated populations to those living below the poverty line—the stories people are often told about themselves are tales of failure and hopelessness. These internal narratives are compounded by limited access to education and far fewer opportunities.

And this is only getting worse. Poverty, unemployment, homelessness, and incarceration are rising, and people often struggle their entire lives to break this cycle.

This is the problem we seek to solve.

Since prisons are often the last step downward for a marginalized community, we focus on this population, to help them break the cycle not only for themselves, but for their families and the wider community.

But this problem isn’t just occurring at an individual level. It is being reinforced in a wider sense.

Thus, a significant factor that we seek to tackle is public perception and prison policy. Prisoners are often dehumanized and demonized, making it even harder for former inmates to reintegrate. These perceptions and policies around prison reform, rehabilitation, and reintegration must change in order to create lasting positive impact.

The Frames Prison Program is an 8-week graphic memoir course that uses the comic medium as a bridge to engage reluctant readers with reading and writing. Through the program, we work with individuals to develop their storytelling skills, promote literacy, spark critical thinking, and help them grow through self-reflection. 

The curriculum is split between students engaging critically with reading materials and writing their own graphic memoir about an important turning point in their lives, with three goals at the heart of our efforts:

1. Increasing Literacy Rates
2. Decreasing Recidivism
3. Shifting Public Perception

By helping students to transform a single turning point in their lives into a short graphic memoir, this program seeks to:

• Introduce storytelling as a means of positive self-expression
• Engage learners in creative and flexible education that unlocks their potential
• Strengthen reading and writing skills regardless of current proficiency
• Empower students to self-reflect, assess important past decisions, and set positive goals for the future
• Build students’ individual skillsets as they learn components of graphic design, writing, self-expression, analysis, and problem-solving skills that will help them achieve their own personal and economic goals
• Revolutionize the way literacy is approached and taught, especially within low-literacy, underrepresented populations

Our project serves three primary demographics: the incarcerated students, the families of those students, and the community at large. 

Firstly, our direct impact always originates at the student-level. We work in the classroom to increase education levels while simultaneously facilitating the hard, personal work of helping students to re-evaluate their past, take accountability for their choices, and create a roadmap for a better future. This initial “spark of change” is nurtured after the class ends and once the student is released, to continue to stoke that fire for a successful life on the outside.

Second, as the most influential factor for a child’s development is their home environment, tackling literacy and recidivism rates to keep parents out of prison is a vital preventative measure for breaking the intergenerational cycle of incarceration.

Lastly, all our work—in the classroom, the press, and at policy level—is built around creating a thriving community at large. By decreasing recidivism and prison population rates, we’ll create a safer, more economically viable, and more just society—while also cutting down on astronomical government spending on incarceration.

Although all three dimensions are integral to our project’s outcomes, elevating opportunities for people traditionally left behind is the cornerstone of our work. As a large percentage of people in prison come from marginalized, low-income communities, we focus on closing the achievement gap for this often-overlooked population, particularly through education, career opportunities, and personal growth.

By combining these boots-on-the-ground efforts with our publishing network, we also elevate their stories to build awareness, change policy, and create understanding and empathy to spark cultural change.

Since our inception in 2007, Brink has been using storytelling to change lives. But when the librarian at a max-security women’s prison asked us in 2015 if we would develop a course for this underserved population, we embarked on the most rewarding expansion of our education work to date. 

Knowing how closely linked literacy rates are to incarceration and recidivism, we developed a curriculum based on comics as a way to court low-literacy and reluctant readers. More importantly though, at the heart of every course, our programs delve into the students’ pasts to explore an important turning point. By helping students to critically evaluate their choices and create a pathway forward, we arm them with practical educational skills and spark personal shifts in identity vital to leading successful lives on the outside.

But as our courses grew, something beautiful happened: the stories from these classes not only reshaped the lives of the women who told them, but they also changed us, as teachers. We realized that if we could publish these stories, elevating them into the national conversation, we could help change the public perception around this population, thus sparking cultural and political shifts needed to combat growing incarceration.

The power of stories is something I experienced first-hand. Raised in a rural farming town, where graduating from high school and not developing a drug dependency was a feat few accomplished, my future felt bleak. That all changed when I discovered our school library. These books not only helped me to develop the essential literacy and education skills to graduate and receive a scholarship to university, but they also gave me something even more valuable: they changed the story I told about myself. I stopped believing the things I heard everyday—that I would never amount to anything, that I was stupid, that I didn’t matter. Instead, these stories inspired me to tell a different story: that I could do something special, if I just worked hard enough.

But I quickly realized that tens of millions of people live in marginalized communities and conditions that are far worse than mine and feel inescapable—the prison system, homeless shelters, low-income school districts. 

I founded Brink at the age of nineteen, with the core mission to empower people “living on the brink” with the power and passion to change their stories.

I founded Brink at the age of nineteen. What I lacked in experience (and funding), I believed I made up in stubbornness, passion, and a desire to go out and change the world through action. 

It was a rocky start. While I was working two jobs to support the nonprofit, I was also learning how to be a leader. And I did it terribly in the beginning—micromanaging, speaking more than listening, starting projects before they were ready. 

But nothing teaches us more than making mistakes, humbling ourselves and rebuilding.

Now, our philosophy is centered around listening first and nurturing fantastic leaders who in turn nurture our instructors. My own example has shaped our nonprofit’s pathway—we have developed a unique approach to closing the achievement gap: combining the transformational power of education with the elevation of stories through widespread publishing. To my knowledge, no other nonprofit in this country has managed this on the same scale and with the same depth as Brink.

This programmatic development and experience leaves us poised at a tipping point. Having spent several years creating our program, establishing it in the US and the UK, and gathering data and feedback on its impact, we know it has the potential to revitalize prison education and contribute to decreasing recidivism.

The same passion that fueled me to start this organization is always present, but I also know that passion without action often dies, so everything we do is about keeping that transformational spark of change alive.

In November 2019, I was on stage speaking at a criminal justice conference in London when the event was targeted by a terrorist.

As I helped to usher event attendees to safety and kept pressure on a victim’s wounds, I remember thinking that this moment, this terrible moment, would be my greatest test as a leader.

But what came after was my real trial. 

Later we learned that the attacker, the man who fatally stabbed two of our colleagues, was one of the ex-prisoner students in the room. This man sat in the front row of my workshop, saying all the right things. Then, five minutes later, he tried to kill as many of us as possible. 

To say this shook my faith was an understatement. When the media frenzy began, the temptation to mimic that hate was strong, to question our impact, to let fear take over. 

Instead, with my team’s incredible support, we didn’t back away. Instead, we redoubled our efforts to help incarcerated communities. We made the choice to focus not on the terror of that day, but instead on the bravery—of colleagues and students alike—who stood up against that darkness.

About a year into teaching in prison, R., a woman incarcerated for dealing heroin, joined my class. She was immediately disruptive, often verbally abusing me and her classmates. 

As she told me, I could “take my personal growth and shove it.” 

The prison librarian urged me to expel her, but I knew we couldn’t give up. Authority figures giving up on R. was likely a huge reason she was incarcerated.

Knowing that change does not come from the outside, I swallowed my pride, and focused on listening, on making sure R. felt safe and heard.

Then something changed. The next class, R. came in puffy-eyed. She opened up about her best friend’s daughter, who she had lived with for years before her incarceration. She’d just learned that the eleven-year-old girl had found her mother’s stash and mimicked what she’d seen her mother do.

If heroin could kill this sweet, innocent girl, R. said, she didn’t want anything to do with it. She refused to be a part of that cycle ever again.

Since then, R. has been an ideal student, but more than that: she is now a leader herself, encouraging other students to find a positive path forward.

We believe lasting impact must come from sparking real, personal change in the individual and then cultivating that fire beyond—up into the community and national levels. We approach this change through the following principles:

Our Holistic Approach to Education: Our innovative curriculum uses storytelling to tackle education and personal growth simultaneously. By combining increased literacy skills with the opportunity for students to critically evaluate their pasts and create a roadmap for the future, we work to ensure that they have both the skills and motivation to change their lives.

Custom Teaching Materials: Since incarcerated people often have a negative view of education, we’ve created our own teaching tool. F(r)iction anthology series highlights diverse, contemporary voices that our students can relate to—many of our authors are incarcerated themselves—and, in seeing stories like theirs, feel validated instead of ignored by the world at large.

Community Network Creation: In order to support long-term change in our students, there must be a wider network to facilitate and encourage people after that initial spark is lit. We achieve this by creating a strong network of charity and community partnerships. 

Focus on Disruption: With incarceration and recidivism rates increasing, one thing is clear: the system is broken. In order to work towards sustainable change, we need to disrupt the system. We focus on disruption by working with the press, elevating our students’ stories, and working with the legal and political communities to champion and weaponize new policy to radically rethink our judiciary system.

Brink’s Theory of Change is simple: Change does not come from education alone. In order to create effective, long-term impact, we need to build a pathway from that first, initial spark all the way up to the social and cultural level. 

To create this pathway, Brink has a four-prong approach:

Firstly, we approach education holistically. We believe that only by arming our students both with the skills they need to succeed and the desire to do so can we ensure long-term change. Thus, our courses use storytelling not only to increase literacy rates, but also to spark shifts in identity, helping students rethink their past choices and take positive steps moving forward.

Second, we continue to support our students outside the classroom. Often nonprofits will create change in individuals, but once the course concludes, that desire to change quickly dies. By casting a wide support net and building community, we strive to keep that initial spark lit.

Third, we know that until society changes their views on marginalized communities, people will continue to fall through the cracks. Thus, we work to elevate our students’ stories into the public perception. From publishing their voices in our widely read, in-house anthology series to working with major print, radio, and TV stations, we strive to shine a light on growing societal issues while also humanizing these populations.

Lastly, all these steps come together to push for our final goal: system disruption. It is no surprise to anyone who works in this field that we’re facing some of the largest systemic social issues in the modern world. But these issues are constantly ignored in the public eye. Our goal is to take our students’ stories and the building press around these issues to weaponize a case for major national and political change. Thus, we work with a wide range of political advisors to help us craft reform arguments, elevating the need for education and political reform to better close the achievement gap and reduce growing illiteracy, poverty, and incarceration rates.

Below, we have outlined the number of service-users who are directly impacted by our program i.e. our students. Please note that numbers are currently being disrupted by Covid-19 as both Colorado and Scottish facilities are currently closed to programming. The following are our yearly averages before the lockdown and our projections are based on continuing on the same sustainable trajectory as before (funding and virus-control dependent): 

• Current Students: 24 per facility (12 per class), 2 facilities (48 total currently)
• One-Year Annual Count: 36 per facility (3 classes per year), 3 facilities (108 total students annually) 
• Five-Year Annual Count: 36 per facility (3 classes per year), 10 facilities (360 total annually) 

It is vital to note that these figures present just one part of the wider picture, given that our specific unique approach to tackling this critical issue is enacted through small change beginning with our students and rippling outwards. As such, we also support former students after finishing our course (such as through mentorship and coaching), the wider community (through community events), and, vitally, a wider readership who engage with students’ stories either through our press work or publishing.

Over the next year, we plan to scale up our prison programs in the US and UK. The first phase of this will be to transition from delivering seasonal courses in our two home bases—Colorado and Scotland—to consistent programming throughout the year to increase both the number of students we serve and instructors we are able to train. In parallel, we will also build out and strengthen our community net of partnerships with other organizations and institutions to ensure we are supporting students from that initial spark of change all the way through years living successfully on the outside.

By the five year mark, we aim to have solidified these models enough to sustainably scale up to additional facilities in both bases as well as bring the program to more states and other countries.

During this entire period, our focus will also be on changing the cultural perception of this population. From media exposure to community events, we will work to raise incarceration issues into the national conversation.

The culmination of these efforts will be an internationally distributed anthology of the best stories from our students. As our nonprofit runs a successful publishing unit, we will use this infrastructure to pair celebrity authors and artists to bring our students’ comic memoirs to life. Through publication of this book, we aim to humanize this population, draw attention to the work needed at the policy level, and contribute to creating the cultural and political shift necessary to help decrease recidivism.

As a nonprofit, funding is always a paramount concern. Currently, our Colorado prison work is funded for the next eighteen months, but our Scottish programming is still funded program by program through corporate sponsorships. 

In order to transition to consistent programming—which is essential to palpably affect recidivism—finding seed funding is our top priority. We anticipate this to be more difficult in the next year, with the majority of foundational funding on hold or redirected to medical efforts during COVID-19.

Secondly, the instructors in our classes are a vital aspect of our program’s success. These educators are responsible for caring for and guiding our students through difficult and personal assignments, often requiring them to tackle topics like domestic abuse, rape, and PTSD. As we scale up, recruiting and successfully training these individuals will be a pressing personnel challenge. 

Thirdly, prison work is always beset with bureaucratic issues. Although we are mostly sheltered from this in the UK—with a centralized judiciary branch, our high-level government support squashes most issues—our work in the US is developed facility-by-facility, making scaling up more difficult. 

Lastly, we have always faced the cultural pushback of the negative perception of prisoners. The prevailing thought is often: these people have made poor choices, why should we help them? This stigma and unacceptance is part of the difficulty former inmates encounter when trying to reintegrate into society and is the largest cultural barrier to the success of our work.

Funding: As a nonprofit with no endowment that has been fundraising for our survival for years, we are no stranger to operating on a lean budget. Instead of solely relying on foundational support, we have also grown large portions of our income through corporate sponsorships and internal revenue. 

To tackle this in the post-Covid world, we’ll need to expand our board of directors, seek new foundational support, and build our large-scale publishing project for the prison book, which will greatly aid our fiscal sustainability. 

Instructors: We plan to combat this difficult recruiting through our university partnerships. For example, our Denver program has a thriving partnership with the University of Denver. We recruit their best budding educators to train under one of our lead instructors in a peer-to-peer training model. Through hands-on training and mentorship, we gradually promote the most promising students to lead so that they can then mentor the next round of trainees. 

Prison Bureaucracy: We will mirror the technique we used in Scotland, working our way up the political and institutional ladders, developing partnerships with leaders in the correctional landscape to help us more efficiently navigate the complicated and shifting systems of prison work.

Negative Perception: We aim to tackle the negative view of prisoners through our partnerships with the media as well as our own publishing efforts. By humanizing people in the system and elevating their stories into the community, we hope to shift this conversation to galvanize positive action.

Our Frames Prison Program is not only about delivering innovative, holistic educational courses, but also focused on elevating our students’ stories to create social and political disruption. In order to achieve this, we have developed a diverse set of partners. 

Within facilities, we partner directly with the prison libraries and administrative staff. We also have a partnership with the Libraries Consultant who manages all libraries for the Department of Corrections in Colorado. Further, we form partnerships with other nonprofits working inside, to create a community net to support our students when our classes conclude. This extends from charities that help inmates send stories to their children to other arts programs, ministries, and educational courses.

Additionally, we form partnerships with universities to train junior instructors through our peer-to-peer model—a university student trains under one of our senior staff until they are ready to move up and train a junior themselves. We also create and revise curriculum with education experts both at the student and professor level and develop avenues for the next generation of change markers to learn more about these marginalized communities and take these experiences out into the wider world. 

Outside, we partner with press to help us elevate our students’ stories, ranging from local papers and radio to TV producers.

Lastly, since our long-term goal is to change the social and political conversation, we partner directly with political advisors from different political affiliations to help usher changes in prison and education reform into the national limelight.

Our nonprofit has always been centered around the power of storytelling to both spark change in the individual while elevating that spark to create large-scale cultural and political shifts. Additionally, we need to ensure our work is being targeted in the populations that need it most—marginalized communities including incarcerated populations, homeless shelters, and low-income high schools.

To achieve these ends on a lean budget, we focus on the following business principles:

1. Maximize Human Capital: We empower a small, incredibly talented paid staff to run a large volunteer force.

2. Build Social and Financial Income Simultaneously: To ensure long-term sustainability, we partner with our publishing unit to elevate important educational issues while creating an income source for all our programs.

3. Never Go in Alone: Partnerships are the backbone of our work. We partner to enhance impact while leaning on the networks, programs, and philosophies that are already working. 

4. Do it Right First: We always believe in building a solid, functioning model before expanding (this saves us time and money in the long run).

5. Double (or Triple) Up Impact: Whenever we can pour resources into a project that can serve multiple uses, we always do! For example, F(r)iction anthology is both a teaching tool in all our programs, a publishing messaging platform, and our primary internal source of revenue. 

6. Back it Up with Data: We always measure our impact with qualitative and quantitative data to ensure we are maximizing impact where it’s needed most.

While scaling up our prison program and increasing its impact as effectively as possible, we focus on the below funding pathways.

Foundational Seed Funding

Our budget for the next several years is focused on rolling out a sustainable scale-up. As such, Brink will be seeking foundational and institutional support to cover our base costs. This vital kickoff period will allow us to maximize social impact and financial growth while also giving us the time and infrastructure to expand our funding sources. 

Corporate Support for Individual Programs

We’ll also seek corporate support to sponsor individual courses, bringing in a corporate body or foundation to fund individual classrooms. In addition to raising funds, these sponsorships will also galvanize the local business community to engage with these critical issues and expand our funding partner network for future campaigns. 

F(r)iction

One of the best known products our company publishes is a literature and art anthology, F(r)iction. As one of the fastest growing literary journals in the world, F(r)iction is read by thousands internationally and proceeds support our nonprofit mission.

National Book Campaign Launch 

Combining our years of press elevation, extensive celebrity network, and publishing connections, our prison anthology will be the culmination of our efforts to humanize the prison population and prove the import of these educational endeavors. This book will act as a platform to elevate these issues onto the national and international stage, but it will also create a substantial source of income (approximately $200,000 with an additional foundational match).

Please find figures for our nonprofit’s funding and revenues sources from July 1, 2019 – June 30, 2020. Please note these values are lower due to COVID-19 postponing programming and events—and the associated funding—until our classrooms and programs reopen.

 Corporate and Individual Donations: $74,767

• Direct Donations (donations throughout the year): $73,500
• Friends Program Donations (donations through our website throughout the year): $1,069
• Cisco Bright funds (6-monthly payments based on an employee-linked scheme): $121
• Amazon Smile (quarterly): $77

Grants and Foundational Support: $63,500 

• Colorado Creates Grant (2/19/19): $6,500
• Economic Injury Disaster Loan (due to Coronavirus, 4/21/20): $6,000
• mindSpark Learning (10/1/19): $10,000
• Dakota Foundation Grant (6/10/20): $40,000
• Foundation of the Rolling Hills Grant (1/1/3/20): $1,000

Revenue Sources: $46,290

• F(r)iction Sales and Revenue: $44,925 
• Novel Editing Program Profit (pilot income): $1,365

To scale up our Frames Prison Program in the US and UK, we will be seeking seed funding for both branches to move from seasonal programming to consistent courses (taught 36 weeks per year). We will then start expanding to new facilities over a three-year period.   

Please see below for the bare-bones expenses for each year: 

Year One: 

• US Frames Program: $40,000 (already secured) 
• Funding Type: Grant 
• UK Frames Program: $50,000 (funding raise postponed due to COVID, will resume in the fall)
• Funding Type: Grant and Corporate Sponsorship 

Year Two: 

• US Program: $75,000 ($55,000 already secured) 
• Funding Type: Grant, Corporate Sponsorship, and PRI 
• UK Frames Program: $80,000 (funding raise postponed due to COVID, will resume in the fall)
• Funding Type: Grant and Corporate Sponsorship 

Year Three: 

• US Program: $110,000 
• Funding Type: Grant, Corporate Sponsorship, and Internal Revenue 
• UK Frames Program: $150,000
• Funding Type: Grant, Corporate Sponsorship, and Internal Revenue

Please note that while the programming will be very similar in the US and UK prison systems, the UK programming will be more expensive due to employment laws and longer training periods for junior teachers.

Please find two expense estimations below, one for our organization as a whole and one for the Frames Prison Program. Again, please note that our budget does not include the months we are unable to teach in prison due to COVID-19. 

Nonprofit Expenses:

• Creation, distribution, and marketing for F(r)iction and Educational materials: $75,900 
• Prison Program US: $27,000 
• Prison Program UK: $8,000 
• Internship Stipends: $3,000 
• Programmatic Teaching Costs (teacher and editor salaries, internship mentors, curriculum contractors, etc.): $50,000  
• Administration: $24,000 
• Legal, Accounting, Banking, and General Expenses: $6,750 
• Fundraising (2019 gala): $25,010 

 TOTAL: $194,650 

Frames Expenses 2020: 

• Teacher Salaries: $22,000
• Teaching and Library Supplies: $5,000 
• Prison Admin and Outreach: $5,000 
• Curriculum Review and Resource Creation: $3,000 

TOTAL: $35,000

The Elevate Prize would have a vital impact on our ability to overcome the barriers to our project’s success. With expenses of just over $500,000 over the next three years, a $300,000 prize combined with our current funding sources would allow us to focus where it matters most: directly on maximizing social impact. Additionally, this vital seed funding would allow us time to build stronger connections within the correctional and political sphere, greatly increasing our ability to create long-term change.

Additionally, while tapping into the mentorship services and leader network generously provided by the prize, we could work proactively to tackle our hiring challenges as well as the high-level advisors and political leaders needed to correctly navigate the world of prison and education reform.

Lastly, we are particularly drawn to the media and marketing campaigns as well as the access of the Elevate Prize Global Heroes and partners. As a storytelling nonprofit, we know that the world in the classroom is only one part of the battle. If we can elevate the moving stories from our students into the national and global conversation, we can change the hearts and minds of the people who are most apt to help us battle rising incarceration rates: the everyday citizens whose lives will be greatly impacted by a fairer, safer, and more economically viable world.

Because tackling recidivism rates is a complex issue, our partnerships vary to address different facets of our work: 

1. Student-Focused Partnerships: We seek partners working directly with incarcerated populations to join our network. This increases support for students to gain education and economic opportunities to successfully reintegrate into society.

2. Education Partners: To ensure our courses are taught successfully, we work with universities to train new instructors, constantly revise and enhance our curriculum, and correctly evaluate data to prove impact.

3. Media Partners: To assist in elevating important stories and issues around incarceration to spark cultural and political change, we seek partners in TV, radio, and print publishing. 

4. Advocates and Advisors: Lastly, thought leaders and influencers who are knowledgeable and passionate about incarceration and closing the achievement gap are invaluable allies in tackling this large societal issue, helping advise and create buzz around these important topics.

Student-Focused Partners: Each new facility will have different organizations working in-person that we’d target, but we’d love to find some national or international partners to create a larger net for students, including organizations like the Marshal Project or the Women’s Prison Initiative.

Education Partners: Although we have thriving partnerships with local universities, we’d love to build these out to new universities in our expansion states or develop partnerships with universities with strong justice programs (University of Maryland and University of Florida State, for example). Additionally, we are just building our uni partnerships in the Scottish branch, targeting the University of Edinburgh and the University of Glasgow.

Media Partners: Our localized partnerships are strong (including BBC, STV, and the Times for our UK branch and Fox30, the Denver Post, and 5280 in Colorado) and we’d like to build these networks on a national scale, including larger outlets (NPR, CNN, large periodicals) as well as niche markets (like Ear Hustle and Written Inside).

Advocates and Advisors: We would love to work with people with a background in justice and education, both at the governing level—justice/education and youth justice ministers, for example—as well as people with knowledge about the legal, political, and publishing spheres (who are both our largest donors and the key industries we work with to ensure long-term social impact).