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September 2019

Talking about trauma helps to overcome it

By Feature

By Lynn Sygiel, editor, Charitable Advisors

Consider the unexpected power of the spoken word.

 

Researchers have found that storytelling practices are linked to positive outcomes for children’s development, and that fathers who tell family stories enrich their children’s development.

Consider, too, that the African culture is rooted in oral cultures and traditions, and that since ancient times, storytelling in the African culture has been a way to pass on traditions, codes of behavior and maintain social order.

So, when Fathers and Families Center married the two, it resulted in Story Telling, its program funded by the Robert Wood Johnson Foundation’s Forward Promise initiative.

The project is designed to guide young males of color through a process of self-discovery and reflection that can help them address trauma. These fathers have choices, and can tell their story through poetry, journals, letters, music, videography and other creative approaches.

When the program began two years ago, many fathers did not see the connection. It took staff members to create the bridge. Anthony Patterson, a program coordinator, had his own story. By telling his, he shared the power and helped dads make a connection.

According to grants manager Anna Melodia, his efforts springboarded the program. Many decided to open up and tell their stories. Facing their trauma, they discovered more options in life, and inspired others through their art.

Since early 2018, these creative workshop sessions have been taught by Stephinie Johnson, a poet and counselor who is a contract consultant. Later, she wrangled her husband, Milton Johnson, a music composer and producer, to join the effort.

Participants start with Terrence Harper, the center’s health and wellness manager. Before the Robert Wood Johnson grant, Harper was practicing cognitive behavioral therapy or psychotherapy, but through this initiative has developed a hybrid of narrative and narrative exposure therapy.

With a focus on historic and systemic trauma on boys and young men of color, ages 16 to 24, the center’s program was designed to buffer the effects.

“What we found is these men weren’t necessarily in the heat of that trauma, so I had to do some adjustments where I did a hybrid between narrative therapy and narrative exposure therapy.”

Harper uses several survey instruments, like Life Events Checklist, to identify and hone in on specific trauma. Through the survey, he’s found that the majority have experienced things like family dysfunction, abandonment of fathers, lack of education and judicial trauma.

“I do a lot of person-centered therapy with them and individual therapy by way of the arts to further express that narrative in art form — painting, the music studio or poetry. What’s interesting is a common theme that continues to emerge is resiliency and perseverance,” said Harper.

“Some of them have actually disconnected from it. It was traumatic at the time, but as far as the ongoing and lingering effects, I think that a lot of time they don’t realize how it is still hindering them and holding them back because they’ve moved on. But they’ve moved on in a mode of survival. ‘Yeah, it happened but I just need to keep it moving.’”

Initially the men and boys talk about their childhood to illustrate some of the challenges they have faced, and Harper tapes the sessions to pinpoint specific traumas that are still barriers. By the time they return for the second session, he reviews the stories with the individuals.

“And so by telling their story and helping them to slow down, there is a form of healing that begins to take place. Unfortunately, though, because of the transient nature of our population, generally I’ll keep them about three to four sessions. We’re just hitting the tip of the iceberg. But hopefully as a result of that, they’ll want to continue on even after their narrative is completed,” said Harper.

“They may list that they witnessed a violent event. What I want to do is make sure within the context of their story that I address it on some level. ‘Hey, you said on that checklist that you had witnessed a violent event, can you share a little bit more with me about that?’” said Harper, who has worked at the center for 12 years.

“This is not necessarily about adverse childhood experiences, this is about adverse experiences that have historically manifested as trauma. Everyone who comes in doesn’t necessarily tell a story because they may not be ready. So, I have to use discretion on whether or not they’re ready versus moving them on. Maybe they don’t tell their story in this way, but maybe they are ready to share and express it through art or through music.”

Along with counseling work, the creative sessions with the Johnsons help put experiences in context and into words. The fathers acquire new skills and develop confidence to craft and share their stories.

“I think that it works very well because a lot of the youth when they work with me, they’re able to break down barriers that they didn’t even realize they had. They’re able to open up, they’re able to express themselves and have something tangible. I think it has a tremendous effect on the youth that we work with,” said Stephinie Johnson who has a counseling background.

Milton Johnson grew up in Virginia and understands these young fathers. He and Stephinie were in the Army stationed at Camp Atterbury, and after leaving the service, decided to put down roots in Indiana.

“I grew up kind of how they grew up. My goal has always been to go back to the same type of neighborhoods and communities that I grew up in and show that you don’t have to be a product of the environment, you can be different,” said the music composer and producer.

Music, he believes, is therapeutic.

“What happens with a musical connection is that we build a relationship that allows them to build trust and they share things that they wouldn’t normally share with an instructor. We’re able to dig deep, and as they talk and relive some of the things they’ve gone through, they kind of see where they might have messed up and it gives them more of a motivation to fix the things that were broken in the past,” he said.

This rap was written and produced by a participant in Milton Johnson’s music storytelling sessions.

Harper believes that once fathers come into the program, and see the authenticity of the staff, it helps them lower their inhibitions and guard.

As they relate the things they’ve done and what’s happened to them, they begin to see what they’ve survived. Then they go from being a victim to a hero of their story. It’s not “here’s what’s happened to me, poor me, but here’s what I’ve overcome. Strong me.”

In the end, it is the hope that each client produces a retelling of his story.

“And the hope is at some point, they’ll be able to pass it on to their children and let their children know, here’s where dad started, he’s what he went through and the challenges, and this is him as he’s emerging and received his own healing.”

Innovative storytelling program aids young fathers

By Feature

By Lynn Sygiel, editor, Charitable Advisors

For Anna Melodia, the process began in 2017 with a chance phone call from a friend in the nonprofit world. The alert colleague happened upon a grant request by Forward Promise, an initiative of the nationally respected Robert Wood Johnson Foundation.

The foundation, the nation’s largest philanthropy dedicated solely to health, was seeking organizations to develop culturally responsive programs to buffer the effects of historic and systemic trauma on boys and young men of color. Its plan was to have nonprofits test innovative approaches to treating trauma.

As the grants manager for Indianapolis-based Father and Families Center, Melodia reviewed the request and was intrigued. So was Terrence Harper, the center’s health and wellness manager. Father and Families had an innovative idea to treat the problem of trauma. Perhaps, just perhaps, Forward Promise would be willing to give the local nonprofit the funds to implement it.

According to the American Academy of Pediatrics, historical and contemporary oppression, discrimination, and poverty have led to negative physical, mental and emotional health outcomes across life spans and generations. The Forward Promise initiative was designed to find culturally responsive healing solutions.  

At the time, the center, under Harper’s management, was primarily using cognitive behavioral therapy with clients. Staff members, however, wanted to test a new method. Harkening back to the African tradition of storytelling, their idea was simple – design a program to help young fathers of color find their voices through written, spoken or visual arts as an alternative to counseling.

Melodia said Forward Promise was not prescriptive in the application process.

“I think that freedom allowed us to be really creative in our approach and talk particularly about some of the strong African traditions that we continue to invest in,” said Melodia.

Even though Melodia and her staff believed they had a solid idea, they knew that securing a grant from the national foundation was a long shot. The process was competitive, and Forward Promise received over a thousand applications.  After Forward Promise whittled the pool to 50, Fathers and Families was still in the running. After each program was paid a visit by national staff, Fathers and Families was among the organizations asked to submit a full application.

“I was happy to be in the club,” Melodia said.

Ultimately, nine organizations received grants, and Fathers and Families Center was awarded $450,000 over two years.

The long shot made it to the finish line.

“The whole process was just amazing,” said Harper.

Grounded in oral traditions of storytelling, the project guides fathers or expectant fathers ages 16 to 24 through a process of self-discovery and reflection that can help them address trauma. These fathers have choices, and can tell their story through poetry, journals, letters, music, videography and other creative approaches.

The resource program for fathers originated at Wishard Hospital in the early 1990s, and moved to its current location on North Illinois Street in 2003. Its signature three-week Strong Fathers program helps fathers or expectant fathers prepare for their responsibilities. After three weeks and course completion, fathers may move to job search activities or participate in continued education and training programs.

According to Joseph Palus, the center’s director of programs and evaluation, the national grant complemented the center’s existing work. With a background of supporting nonprofits in program evaluation and research, Palus came on board shortly after the grant was awarded and is responsible for ensuring that the center hits its program targets.

According to Melodia, it took time to get the right people around the table to launch it properly. While the center isn’t a stranger to working with outside support, this opportunity allowed the center to create deeper connections with participants and develop some new relationships.

“The biggest thing is we don’t do this work alone,” said Palus. “We work with a range of partners. Those partnerships developed both organically and intentionally. Organically meaning we saw a need and found an organization to fill it, and intentionally meaning this is something we felt we should do based on best practice and evidence, and so we’re going to reach out and find somebody who will help us do it.”

The other eight awardees provide support, too. One organization, Drexel University’s Center for Nonviolence and Social Justice, is most similar to the Indianapolis-based nonprofit. Many had existing programs designed to heal from trauma, and used the grant to tweak their models. Unique to Fathers and Families is its narrow participant pool – it must be male and fathers or expectant fathers.

Among the other differences between programs, according to Melodia, is its length of intervention.

“Ours is more short term. It’s a transient population, they’re dads and their lives are complicated. So, we have to get them where we can, when we can, versus some of the other programs that had a nearly yearlong intervention and in some cases a captive audience,” Melodia said.

With the grant’s cycle ending in October, the center has applied for continued funding from Forward Promise, and will receive notification in November.

The center’s second proposal focuses on determining effective quantitative and qualitative measurements to compare those who receive cognitive behavioral therapy versus men who go through the narrative process and to learn how the outcomes differ. The center will investigate whether fathers are able to keep a job longer and earn higher wages than peers who have been traumatized but not gone through treatment. The center will also look at participant’s self-importance and possible increase in parenting time and quality.

“I actually identified a measurement instrument, but it was so painful, it was almost re-traumatizing. It would start with, ‘Here are the things I came here to address, here’s how I did it.’ When you look at it on a week-by-week basis, it can be very traumatizing, and so we dispensed with that and stuck with the model and our own observations just to how guys have been doing,” said Palus.

Melodia said Forward Promise is poised to learn how systems, like education, criminal justice or health care, can be affected by acknowledging trauma.  Many of the dads have trauma that was inflicted by these systems. One goal is to help participants interact with those systems and not be a victim to them.

“I think we’ve done a really good job doing that, and I think one of the other important measures is recidivism and criminal justice engagement. We actually have a very low recidivism rate, we’re very proud of that. Right now, it’s less than 7 percent,” she said.

The funding has also helped the center figure out ways to identify trauma, and to some extent, quantify.

“We never looked at trauma systematically before. This gave us a chance to look at that more closely and figure out what is actually going on,” said Palus. What they’ve learned over two years is that 50 percent had been physically assaulted and assaulted with a weapon, and 22 percent had experienced sudden accidental death, sudden violent death or death of someone close to them.

With the support of the Robert Wood Johnson Foundation, the center learned other things, including how to continue engagement with certain participants beyond the three-week program.

“It’s strengthened our systems for making sure that kind of relationship lasts longer, so we can continue to work with guys to continue to address issues that may be more long term,” said Palus.

“The second thing is that we’ve incorporated the storytelling aspects into the class. It is my hope is that we will continue that so that those stories get told, because you’ll see some of the things that guys have experienced, and some of the things that they’ve done themselves, that have affected them. Having that information helps us to tell the story, but it also helps the guys, at least in some way to process what happened to them.”

Through connections to other organizations and the Robert Wood Johnson Foundation, it helped the center realize it didn’t do advocacy well.

“One of the things that we have started to do is to take the men down to the Statehouse and have them understand that they have a vote and a voice, and they also have a responsibility to their community,” Melodia said. “And even to the point when we do a voter forum, we get the men registered to vote as well as prep them to meet the candidates.”

“Again, I think it’s really shifting their sense of worth and confidence and realizing that they are just passive participants in this process and walk. And I think that’s made a big difference as well.”

4 reasons why your board is disengaged and how to fix it

By Sponsor Insight

By Kara Harrison, consultant, Hedges

We’ve all experienced it, and we know exactly what it feels like. Having a disengaged board is disheartening and can be a strain on already limited resources. It takes precious time away from the reason why the organization exists.

Disengagement is hard to define, and it’s even harder to fix. It takes time and intentionality. Before we dig in to why your board may not be engaged, let’s first paint a picture of what a disengaged board might look like:

  • Board meetings are an update session where the board is being talked at and passively listening to reports.
  • Executive directors feel like they are managing up to the board.
  • Board meetings feel like a scene out of “Groundhog Day”, the same challenges being shared by staff and the same questions being asked by the board.  
  • The same two or three board members are doing everything, and they are exhausted. It’s likely you are ignoring term limits just to keep these board members, because you can’t imagine what would happen without them.
  • Board members only see each other in the board room. There are no social events for board and staff to get to know each other personally and build respect and connection.

Ignite your board

At Hedges, we hear about these and other challenging board scenarios from board and staff leadership on a weekly basis. Through our experience working with nonprofit boards, we have identified four specific reasons board members may not be engaged and clear actions you can take to ignite your board to provide what your organization needs.

  1. Your board does not know what they should be doing. They don’t understand their roles and responsibilities as either a board of directors or as independent board members. BoardSource (Ingram, 2015) published a comprehensive list of 10 basic responsibilities nonprofit boards should follow:
    • Determine the mission and purposes, and advocate for them.
    • Select the chief executive.
    • Support and evaluate the chief executive.
    • Ensure effective planning.
    • Monitor and strengthen programs and services.
    • Ensure adequate financial resources.
    • Protect assets and provide financial oversight.
    • Build and sustain a competent board.
    • Ensure legal and ethical integrity.
    • Enhance the organization’s public standing.

Additionally, board members are required to follow three legal duties also described by BoardSource; duty of care, duty of loyalty, and duty of obedience. Lastly, there should be several set expectations that are determined by the needs of the organization, such as:

  • Actively participating in board meetings and on committees, according to participation and attendance policies;
  • Understanding the organization’s mission and programming through program immersion opportunities like volunteering or shadowing;
  • Attending and actively promoting all organizational events; and
  • Contributing to the organization’s fund-development efforts through personal giving and fundraising.

While staff leadership might have a clear understanding of these roles, board members don’t automatically come to the board room knowing these things – roles need to be taught early and reiterated often. Board roles, responsibilities and expectations should be shared and echoed in the following ways, much like when an employee starts a new job:

  • In the board member application: Ensure potential board members know the full expectations and requirements, before joining the board.
  • In the board member job description: This tool not only sets expectations, but it can also be used as an accountability tool for board members
  • At board orientation: Just like an orientation for a new job, board orientation should include discussion about roles and responsibilities and include comprehensive training about the organization.
  • Through occasional board assessments: Organizations should consider conducting a board assessment every 2 to 3 years to measure current understandings and practices against set goals and best practices. Assessing the board can occur through electronic surveys or one-on-one interviews and may be conducted by a third party.

2. Board members don’t know why they are on the board.

We’re talking about two different whys here:

  • The why that fuels passion: This refers to the reason why each board member chooses your organization to invest his or her time. What is it about your organization’s mission, programs, and impact that inspires him or her to volunteer time and talents?
  • The why that fuels productivity: This refers to why the organization wants a specific individual to join the board. What specific skills or experiences of the individual will the organization be hoping to tap into that will best support and enhance the organization?

Determining these whys will help ensure your board is made up of the right people who are willing and excited to commit to your organization. Understanding why 1) someone wants to join the board and 2) why you want that person on the board requires intentionality and can be identified in different ways:

  • Utilize a board matrix: Use this tool to capture a snapshot of current board skills, demographics, experiences, etc. that are determined as a priority for the organization. Doing this will allow you to determine what gaps exist on the board and should inform how you are recruiting board members.
  • Interview potential board members: Spend time getting to know potential board members by conducting a meet-and-greet with the executive director and board chair. Ask the potential board member why he or she is interested in joining the board and share exactly why the organization needs him or her.
  • Ask intentional questions in the board application: Asking questions like: “Why do you want to serve on this board?” and “What interests you most about our mission?” is an important step to determine if the relationship will be best for the organization.
  • Schedule check-ins with each board member:  Have one-on-one meetings with board members annually to ensure all board members have a positive experience and feel utilized and valued. This conversation can be led by the executive director, a board member or a third party.
  • Keep board members connected to the mission: Every single board meeting should include a mission moment that reminds board members why they are investing in the organization. At a minimum, mission moments should include sharing program impact data or stories, hearing from program staff, or even better, hearing from someone immediately affected by the organization’s work.

3. Your board members don’t feel like they have what they need to be a successful board member. We often assume that because board members are successful professionals, they will automatically be successful board members. What we need to remember is that board members need to be taught how to be good board members by explaining the roles and responsibilities and giving them the resources they need to be successful. The resources board members need parallel the types of resources employees need to do their jobs:

Education: Board members can benefit from being educated on specific topics that would support their role as a board member. As an example, every board member should fundraise for the organization, but not every board member knows how to fundraise. For fundraising education, take the time to teach board members how to talk about the organization within their network, identify potential donors and steward current donors.

Tools: Do members of the board have what they need to get their jobs done? Do they have talking points, like impact data and stories? Do they have brochures, hand-outs, or the executive director’s business card? Do they have easy access to policies and procedures that they are required to follow? Ask your board what resources they need during the annual check-ins or board assessments.

Support: It’s important to set-up a strong support network for board members that will foster strong inter-connection and accountability. Some organizations have implemented a “board-buddy” system, pairing up new board members with seasoned members for information sharing and connection.

4. Your board is bored. Board membership is a serious responsibility, but it should be a fun experience. If board members are not having fun in their volunteer position, why should they continue to enthusiastically invest? If your board seems a little down, consider these three strategies to boost the board.

Encourage socializing: Board members should get together outside of the boardroom at least once a year. We’re talking about a strict “no business” policy at these gatherings. Board members need opportunities to get to know each other on a personal level to build respect and comradery that will hopefully result in robust discussions in the boardroom. Don’t assume relationships will automatically build at the organization’s annual fundraising event. Be intentional in planning social gatherings and consider opportunities that will also include your board’s family members. 

Shower them with gratitude: We get so caught up in the roles and responsibilities of board membership, we can forget to take a step back and remember board membership is a volunteer position, and might be one of the biggest investments anyone is making to your organization. Those volunteer hours are critical and should be appreciated like any donor. Treat your board members like major donors and show them they are appreciated by sending handwritten thank you notes, celebrating their successes and publicly praising their hard work.

Experience the impact: Keep the board motivated by giving them plenty of opportunities to see the impact of their work directly. Opportunities look different for each organization, but could include; having special volunteer times for board members, shadowing program staff and connecting with clients. Build as many personal connections between the organization’s impact and the board as possible to boost the board’s motivation and inspiration.

An engaged board is the foundation of the organization, giving strength and supporting the overall health of the organization. When the board is effective, the programs can efficiently change the lives of those they serve. When the board is supportive, the organization has a better chance of being financially healthy. When the board partners with the executive director, the organization’s staff and volunteers feel valued and fully supported. When the board is active, more people know about the organization’s impact. Every nonprofit deserves an engaged board that will propel the organization’s mission forward. 


Kara Harrison has a passion for activating conversations, decisions, and actions that result in great governance. She believes that having an engaged board can be the most important strategy to an organization’s success. Harrison has been a consultant with Hedges since 2017. As a former executive director, she approaches board services and strategic planning with both real experience and best practices.