Courtnee Biscardi is Executive Vice President of the Urban League of Broward County in Fort Lauderdale, Florida. Courtnee participated in the Driving Nonprofit Performance and Innovation - Virtual (DNPIV) Executive Education program in March. In the post below, she discusses her experience in the program.
Harvard’s Driving Nonprofit Performance and Innovation (DNPI) course was more than just a professional development opportunity, it was a powerful catalyst for reflection, recalibration, and recommitment to purpose. The course provided frameworks and tools that I’m already weaving into my leadership approach and sharing with my team.
As Executive Vice President of the Urban League of Broward County, I carry the weight—and privilege—of helping guide an organization rooted in the pursuit of economic self-reliance, parity, power, and civil rights for African Americans and other underserved communities. That includes supporting our CEO in governance work, overseeing HR for a team of 74, and managing operations for Central County CDC—our community and economic development subsidiary.
At both the Urban League and Central County CDC, our mission is clear: to create access and opportunity for those who may not otherwise have it. Whether through education, entrepreneurship, jobs, justice, housing or health, we are working to transform lives and communities, block by block.
The DNPI course helped me view this work from multiple vantage points: as a nonprofit leader, a longtime practitioner, and as someone who has personally been impacted by the very services we provide. Early in my Urban League journey, as a program coordinator I learned the value of credit, savings and homeownership as I worked alongside those who needed those services—we grew together. This experience gave me a deeper appreciation for the life-changing impact of our work and sharpened my ability to lead with empathy and understanding.
This is why I believe deeply in being not only effective but also innovative. That means bringing new ideas and ways of thinking that reflect the realities of our community. DNPI offered practical guidance for navigating complexity and translating learning into action.
Data With Purpose, Not Just for Compliance
One of the most valuable takeaways was around data. In a newly formed joint venture, the Urban League is preparing to launch an impact management system designed specifically for the unique requirements of client-centered nonprofit organizations. As an organization, we've learned the value of delivering impact through data, and this shift will help us better understand client demographics, behaviors, barriers, and opportunities.
The course was a timely reminder: data collection must be intentional. We should gather only what’s meaningful—never burdening staff or clients with information that doesn’t serve our mission. Data should be collected respectfully and used strategically. Overcollection risks becoming a distraction from the real work and can even degrade the client experience.
Innovation Requires Unrestricted Revenue
To respond to community needs with agility, we also need more unrestricted revenue. It’s essential for impact-driven innovation. This means building business models and partnerships that support flexible funding—not just compliance-based dollars.
One concept that stuck with me was “Question Zero”—the practice of constantly asking: Why do we do what we do? This is our compass. It grounds our organization’s Theory of Change and reminds us that simply doing the work is not the same as changing lives. Real impact requires alignment, discipline, and relentless focus on outcomes.
For us, it starts at the household level. When we serve families holistically, we can transform entire neighborhoods. And when we find ourselves drifting toward mission creep, “Question Zero” pulls us back to our purpose.
Evaluation, Logic Models, and Learning from Failure
I was also reminded that all learning is comparative. If something isn’t working, it’s not failure, it’s feedback. We must consistently test, measure, and compare outcomes to our intentions. DNPI reinforced that we must "Ask the Turtles”—a reminder to engage our clients directly. We say “Nothing about us without us,” and it’s not just a slogan, It’s a strategy.
Too often, we treat logic models like grant attachments, only to forget them once the funding is secured. But they are living tools—maps that guide strategy, surface gaps, and keep us accountable. Inputs, outputs, outcomes, long-term impact—each part tells a story and prompts a question. When we revisit these regularly, we find clarity and direction.
Leading With Purpose and Gratitude
Thanks to DNPI, I am a more reflective and strategic leader. I’m committed to leading with curiosity, adaptability, and an unwavering focus on community-centered impact. I’m especially grateful to Fifth Third Bank for making this opportunity possible.
Now, it’s time to put this learning into motion, starting with my teams at the Urban League and Central County CDC. We have the right people. We have the right mission. And now, we have new tools to go even further.
Let’s keep pushing forward.
