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September 2021

Sep 27

Does DEI matter?: More than 70% of Central Indiana nonprofit employees say, ‘Yes’

By Feature

NFPN survey reveals support for continuing DEI initiatives

by Shari Finnell, Not-for-profit News editor/writer

(First in a series of articles about Charitable Advisors’ NFPN “How Are You Doing?” survey)

Many nonprofit organizations are still grappling with how to address diversity equity and inclusion (DEI) policies — more than a year after protests erupted nationwide after the death of George Floyd at the hands of a police officer.

And that work still matters, according to nearly 70 percent of about 450 nonprofit employees who responded to a recent Not-for-profit News survey about how they’re coping in the aftermath of one of the most tumultuous periods in the nation’s history.

When asked if their organization’s stance on DEI personally impacts them as an employee, 30 percent responded it impacts them “a great deal,” 42 percent said it impacted them “somewhat,” and 28 percent responded, “not at all.”

However, based on the survey responses, employees also said that their employers likely think that they are doing better than they actually are — or at least in comparison to how the employees perceived they were progressing with DEI issues.

When asked, “What do you think your leadership would say about your organization’s progress on DEI?,” nearly 35 percent of employees responded that their leaders probably would feel that the work isn’t new — “we have always valued inclusion and equity.” About 34 percent said that their employees would believe that they “are having some hard conversations and making important changes,” while nearly 24 percent said their leadership probably would feel that “we are talking about it but not doing anything, not doing much,” and 7.75 percent would say, “we aren’t talking about it.”

In contrast, employees’ perceptions about that question, “What do you think about your organization’s progress on DEI?” was as follows:

  • This work isn’t new to us — we have always valued inclusion and equity — 23.06 percent
  • We are having some hard conversations and making important changes — 29.37 percent
  • We are talking about it but not doing anything, not doing much — 36.17 percent
  • We aren’t talking about it — 11.41 percent

Survey respondents weigh in on DEI successes and challenges 

Some respondents said that their organizations have been committed to undertaking DEI work not just since the social justice protests — but for some time.

One survey respondent said, “The organization has been working for a while now on DEI. I feel like we are on the right track, but we still have more to improve on. We need more diverse leadership and board representation.”

Others shared a wide range of thoughts about DEI, revealing various challenges such as coming to a common understanding of what it means. Some believed that the solution requires an extensive undertaking, while some believed it is much less complicated to undertake. Here are some responses:

  • “We need to stop arguing about the reality of racism and accept that systemic racism is real and that we must address it to succeed in our mission.”
  • “We need to judge people based on their character and not their color, ethnicity, or sexual orientation. It’s really simple.”
  • “We need to be more modern … stop letting the older Baby Boomers make decisions that affect a wide swath of people. This group (in our organization, at least) doesn’t want to make changes or doesn’t understand why they’re important.”
  • “We need to weave it into our daily practice, educating ourselves in it, holding each other accountable.”
  • “Add diversity to the team, address a misogynistic work environment, stop training our organizations on topics we refuse to even talk about. Dismantle the good ‘ol boy stronghold.”
  • “We need more internal communication, so everyone understands it.”

While many respondents said that their organizations are committed to DEI, some pointed out that it can be challenging to seriously invest in it to create substantial change. Others felt that their organizations weren’t fully committed to the work.

“It’s tough when we are remote,” one survey respondent said. “Not to do DEI, but to do SERIOUS anti-racism work. DEI is a facade in most cases. Equity is the only part I think impacts systemic change. D and I are just an illusion. We need transformation.”

Another survey respondent said, “We have really avoided this conversation as a team and board despite my repeated attempts at raising concerns. We should at a minimum be looking at our internal policies and having some hard conversations about how we operate.”

One nonprofit employee said that conversations about DEI are difficult because they have become politicized. “There is a reluctance to take a public stance on DEIA (diversity, equity inclusion and accessibility) issues — especially addressing them head-on,” the employee said. “However, general public statements do not protect those of us who have had to accommodate the feelings of others for decades. Being a leader today on issues around DEIA is just seen as too political. This is so very antiquated in perspective. My human rights to be myself don’t have anything to do with politics. But at the same time, my employer is diversifying hiring. So, I’m no longer the only native Spanish-speaker in the building apart from the cleaning staff. There’s that, at least.”

Personal perspectives also came up as challenges that may be difficult to overcome, according to numerous nonprofit employees:

  • “I struggle deeply with issues of DEI. I believe it’s incredibly important, and support DEI efforts wherever I encounter them, but as a white male do not know how to contribute effectively and with respect to colleagues of color, nor do I understand my own position or allowable expression as it relates to accepting or advancing my own career. As a first-generation, college-goer from a blue collar background, I can see how DEI efforts can gain wide acceptance among the white-collar workforce while causing confusion and backlash among so many who take great pride in what they’ve accomplished (and are understandably confused about issues of privilege). The lack of personal connection due to COVID has exasperated this confusion on my part, as my interactions with colleagues feel less genuine and more awkward, while DEI issues have become increasingly important and widely discussed.”
  • “I am the only person of color in my organization. It puts a great deal of pressure on me to perform at a near inhuman level.”
  • “I wish we were doing more. I’m in the majority and I don’t think people in the majority can do much to make positive change.”

Implementing DEI in the workplace — perspectives from two nonprofit organizations

For nonprofits undertaking DEI initiatives in recent years, the process is continually evolving as teams better understand what it takes to achieve successful outcomes, according to two survey respondents who agreed to be interviewed.

Sally Bindley, MSW, founder and CEO of School on Wheels, said the 20-year-old organization in Indianapolis started focusing on DEI initiatives in 2016. At that time, the team developed a diversity task force to broaden and diversify School on Wheels’ volunteer tutor base. “We wanted it to be more representative of the students we served,” Bindley recalled. School on Wheels received a grant from Lilly Endowment, Inc., to support the work.

It didn’t take long for the School on Wheels team to realize that diversity, equity and inclusion needed to be integrated into all aspects of the organization’s operations — not just as a side project, Bindley said.

“Diversity is not a task. If you approach DEI as a standalone initiative, you check the box. This way it’s more of a thought process,” she said. “We made it a standing committee of the board of directors — a diversity committee led by a member of the board. Just as we have regular reports from other committees, finance, executive, development, we have regular reports on diversity.”

As a result, employees and board members have become increasingly more aware and intentional on how to include diversity in all areas — from identifying where diverse volunteers are living and working to ensuring diversity in marketing, messaging and operations, Bindley said.

When asked about advice she would give to other nonprofits on embarking on DEI work, Bindley said that it is important to acknowledge that it is an ongoing process.

“Being intentional for us is being aware. Review your language,” she said. “Whether it’s job posts, or messages circulating on your website, make sure you’re mindful of what you’re putting out there. Do you have a commitment to DEI? A statement against racism and hate? We also realized our volunteer recruitment flyers needed to be in English and Spanish. If you don’t have a DEI program, that’s OK. Start with training: What is diversity? What is inclusion? What are microaggressions? Then analyze how you’re doing with all of that. Once we had the in-depth fast training, it brought so much awareness to our language and conversation.

“We’ve made strides, but there’s always more work to do,” she added. “It’s constantly evolving.”

Bindley also said she is a strong believer in hiring a consultant to help assess where the organization stands with incorporating DEI, as well as ensuring that she, as a leader, is fully engaged in the process. Although School on Wheels designated a person to undergo DEI training, Bindley said that she makes sure to personally engage in DEI initiatives.

“I want to have the most opportunities to grow and to impact change as a leader,” she said. “I have zero time, but I can’t say, ‘You’re in charge of this and let me know how it’s going,’” she said. “If you’re a leader of a nonprofit, this messaging starts at the top. If you don’t make it a priority, it’s obvious. I can’t say I’ve always done it right, but you have to be vulnerable as a leader and say this is what I know, what I don’t know, and this is what I need to learn.”

Guenevere Kalal, MSM, director of foster care services for Damar, said that DEI has been at the top of the nonprofit organization’s list of priorities for some time. The team members want to ensure that they are culturally aware of the clients they serve. 

“Our foster families are very diverse,” Kalal said. “Over the past couple years, we have seen more children from Hispanic, Burmese and other cultures coming into light for support in the child welfare system.” As a result, they have initiated discussions on how to gain a better understanding of the various cultures and ensuring that they are always culturally and racially sensitive, she said.

Open, candid conversations and acknowledging personal biases must be a priority, Kalal said.

“My approach to many things, not only with my staff, is to be as professionally transparent as possible. It can’t be the elephant in the room. We need to learn how to be comfortable with uncomfortable conversations,” she said.

That process also includes checking in with families for feedback on their interactions with staff, including asking if they have felt any disparities from staff members.

The team also committed to undergoing training, including a two-day workshop, Interrupting Racism for Children, offered by Child Advocates. “The Department of Child Services also did an excellent job of doing their research on what potential trainings are out there to help our providers navigate conversations about racism, including series on Netflix and PBS,” Kalal said.

“We need to understand where we came from as a country. I don’t want to dwell on the past, but it has a huge influence on where we are,” she added. “I need to understand that so I know how I can focus on becoming part of a positive change.”

Sep 27

Digital conveniences in a remote work environment

By Sponsor Insight

by Dave Voris, vice president, regional treasury management officer, Horizon Bank

The pandemic continues to provide organizations and their employees the opportunity to rethink whether they should return to a five-day work week in the office versus spending more time in a virtual environment.

In LinkedIn’s year-end roundup of workplace trends to watch in 2021, Harvard Business School’s Ashley Whillans predicted that companies will need to accommodate employees who have adjusted to a new routine: ” Employees will demand greater flexibility and organizations will require it. Companies may let employees work from home two or more days per week, with some opting for three days in office, two days remote, and then two days off — a 3-2-2 workweek.”

To support this new hybrid work schedule, the latest in basic banking systems will allow employees to manage finances without being tied to the office. First, digital conveniences such as online banking have provided remote capabilities for years. Treasurers can safely log into their accounts via smartphone or laptops to review balances, to view history of posted transactions, to transfer funds between accounts, to submit any stop payments, or to approve any fraud suspects that surfaced as a result of Positive Pay service.

Also, since many not-for-profits continue receive checks from donors, employees can easily deposit them into a bank account using mobile check deposit through an app. This process is very efficient for organizations that receive a relatively low volume of checks.

For not-for-profit organizations that use “Donate Here” buttons on their websites, donors can safely make one-time or repeat donations via credit card without the not-for-profit organization needing to be in direct contact with the donor. In addition, other not-for-profit organizations accept credit cards at events, despite the continued presence of the pandemic. Such mobile credit card acceptance can be easily facilitated with an app downloaded on the smart phone and supported by a handheld “card swipe” device that is about the size of your palm. All of these techniques are readily available, and very affordable, using standard banking technology.

Disbursements must be mentioned within this context of remotely working. In other words, can you pay bills without being in the office to write checks? Many organizations are adopting business bill payment systems that can be accessed via the bank’s smart phone or via the client’s laptop. These systems allow the treasurer to define payees, schedule payments, select between sending a paper check or an Automated Clearing House (ACH) transaction, and approve such payments even with dual control between two separate people.

In addition, these processes — which typically are 50 cents to 75 cents per payment — are typically less expensive than what several industry articles have suggested over the years as a total cost for sending a paper check — approximately $1.50. That paper check cost includes an assumption about the costs of envelope, paper check, postage, bank charges, and reconciliation time.

These are numerous examples that demonstrate various digital techniques about how receipts, disbursements, and information reporting can be managed within a virtual environment without the need for the treasurer to be in attendance at the office.

So, the answer is yes, not-for-profit organizations are efficiently able to conduct banking as more organizations in a remote work environment with these digital banking conveniences.

Sep 27

Innovative ways to tackle today’s top work challenges

By Sponsor Insight

by Ian McManis, marketing manager, Barnes Dennig

With today’s not-for-profit professionals juggling more priorities than ever, time is at a premium. That’s why Barnes Dennig has hosted a series of concise workshops designed to answer key questions to challenges not-for-profits are facing across a broad range of topics. The following include recaps of the sessions as well as links to access the full recordings:

Cybersecurity: How NFPs protect themselves and their donors

Everyone is at risk to falling prey to ransomware, whether it’s their home office computer or a major oil pipeline company. But the more prepared you are for an attack, the more likely you are to avoid it. In this session, Robert Ramsay, Barnes Dennig director and cybersecurity specialist, shares how to best protect yourself and your organization. Highlights include:

  • Ways to protect against ransomware attacks
  • PCI DSS standards: How to make sure your organization is compliant when soliciting donations online
  • How to keep donor secure and private
  • What you need to know about the California Consumer Privacy Act (CCPA) and how to be compliant

Download the presentation and watch the full recording here.

The new lease standard: Why NFPs need to start planning now

Maybe you’re ready to implement the new lease accounting standard today. Maybe it’s still at the bottom of your never-ending to-do list. No matter where you fall on the spectrum, Brad Sack, Barnes Dennig senior manager and NFP assurance specialist, covers the basics, using real-life examples and experiences from his clients to provide insights. Here is an overview of the session:

  • What do the updates to the lease accounting standard mean for my organization? When do they go into effect?
  • What changes should I need to make today to make sure I’m in compliance?
  • How can I build and manage a process to keep my team and me on track?

Download the presentation and watch the full recording here.

NFP Tax & Accounting Lightning Rounds – 990s, ERC, QBO for NFPs

Join NFP Tax team leader Paula Hume, CPA; COVID-19 team leader Cheryl Ganim, CPA; and QuickBooks specialist Kathleen Haney, MBA as they break down some of the most common accounting and tax issues NFPs face. The 15-minute segments include:

  • It’s just a 990: How hard could it be? Turns out there’s a bit of strategy involved.
  • Wait, did you say we could be eligible for the Employee Retention Credit in 2021 even if we weren’t for 2020? Take the ERC Quick Test and come prepared to discuss how to determine eligibility and calculate the amount.
  • A lot of NFPs use QuickBooks Online (QBO): How can I use it to help my organization grow smart?

Download the presentation and watch the full recording here.

Virtual Auditing 101: How NFPs avoid common issues

Every organization needs audits run for them, but not all have had a virtual audit. Our world is moving more towards virtual every day. While virtual work has a wide list of benefits, there are some downsides as well. Join Senior Manager Kara Wysinski, CPA, and Senior Associate Tricia Hart, CPA in going over the pros and cons of virtual auditing. Here are a few of the highlights:

  • Changes to audit approach
  • New audit risks
  • Changes in internal controls
  • Best practices for a remote audit

Download the presentation and watch the full recording here.

Additional resources and upcoming events

Our nonprofit team works hard to bring the best and most relevant resources to our communities. Barnes Dennig is hosting Measurement Resources Company and SureImpact, Inc. founder and CEO Sheri Chaney Jones as she leads two full workshops in one virtual event:

  • Data-driven strategic planning for fundraising success
  • How to turn data into dollars: Demonstrate your social impact

Learn more and register here.

Every other year, we collect responses from regional non-profits on compensation, benefits, retirement plans, governance and other metrics and release the findings in a free virtual event.

Each attendee will receive a copy of the 2021 Not-for-Profit Compensation & Benefits Benchmarking Study, which will help them compare their organization to others in the region. A well-thought-out compensation and benefits package helps not-for-profits better fulfill their mission.

Learn more and register here.

Sep 20

From manager to mentor: Taking leadership to the next level

By Sponsor Insight

by Allie Petty-Stone, firm administrator, Alerding

If you think about how many job titles there are in the world, your head could spin. Yet, out of all of them, many employees aspire to achieve the title of “manager.” That simple designation comes with a sense of accomplishment and purpose, and checks off a big milestone in your career. It indicates that your bosses recognize your qualifications and skills to lead people and/or processes for company endeavors.

So, you finally get that promotion to manager. How exciting! You’ve finally achieved that rung on the ladder — all of the hard work, dedication, and perseverance has finally paid off. However, it means so much more. Being a member of management not only means that you have a higher responsibility for the delivery of services and guidance of people within your organization, it also means you have the opportunity to make an impact beyond the work — mentoring other people.

Managing on its own is challenging as your new title means you’re taking on new tasks with your peers and subordinates looking on. The pressure can be great. How do you manage employees who were previously your peers? You are now a part of a group of decision-makers that can impact the organization and could ultimately be deemed responsible for the success or failure of your team. Responsibilities are greater as you are now guiding the ship, and your mates need to know how you will lead them. Will this new title change how you work and will this impact them? Will you evoke change? Will you be available?

It breaks down to a manager’s capacity to be more than just another authority figure. The position presents an opportunity to go beyond an authoritative presence by serving as a mentor. Great mentors are confident in their own abilities. They are not intimidated by the skills of others, are resourceful in meeting needs, offering employees opportunities to grow, and allowing room for error. It may be difficult and time-consuming at first, but the end goal should be a team that has evolved stronger as a result of your efforts. Being accountable and resolving issues together helps build critical thinkers which, down the road, also can result in more innovative and effective solutions. Overall, everyone learns in some capacity and a happy mentor finds fulfillment by witnessing those successes.

Making a long-lasting impact

I often reflect on those supervisors I had in my early career and how it impacted my work ethic and interactions with others. Although I had some dreadful managers, I was fortunate to have some impactful ones who also became my mentors. I called them my “mother hens” and still speak of them to this day. They were patient and taught me all they knew, passing on invaluable skillsets . Those interactions shaped me into a better employee and gave me a sense of passion for my work. I would not have the patience I have today if it weren’t for their kindness. I’m so grateful for them and, due to their generous nature, I have committed myself to seeking ways to pay it forward.

Keep in mind that people are always watching and listening. Your ethics and integrity are revealed in your interactions and how you manage can be memorable.

Here is an example of how leadership impacted my daughter, who was employed as a barista for a global coffee chain. She worked with a supervisor named Katie. She loved Katie for her spirit, tenacity and unwavering desire to do a great job. Katie led her shift teams with enthusiasm and was a high performer while expecting the same from her team. Here is the real clincher: When Katie was promoted to manager, she asked that she be placed in the worst performing store. You see, it is one thing to move to a successful store, thereby initially inheriting someone’s else’s accomplishments and endeavoring to continue it. However, taking on a known failure with a desire to transform it is quite another. That’s what sets managers and leaders apart. And people notice and carry that forward.

My daughter noticed and admired Katie for this pursuit. Katie left her mark. She made an impression. It transformed what my daughter thought about leadership, too. Now, I do not know if Katie had success in that new role, but I do know that she achieved a level of respect and admiration from my daughter and others upon hearing this story.

She impacted people she wasn’t even aware of. And THAT is the impact of great leadership qualities … you wind up impacting more than just those you know directly.

Sep 20

Participant Wellness in the Era of COVID-19 and the Effect on Nonprofits

By Sponsor Insight

by Kevin Kidwell, vice president, tax-exempt sales, OneAmerica

One unavoidable fact is how the pandemic divided people into two groups. The first group are financially stable and held onto their jobs during the pandemic. They have avoided spending money and were able to increase their savings effort. In fact, the U.S. personal savings rate hit a record high of 33% in April 2020, according to the U.S. Bureau of Economic Analysis.1

The second group didn’t fare as well. According to an Employee Benefit Research Institute survey, roughly one in 10 participants have taken a loan, hardship distribution or early withdrawal from their workplace retirement plan during 2020.2 Unfortunately, many more individuals didn’t have the benefit of this safety net, with a quarter of adults without a retirement plan according to a Federal Reserve report.3

This has had a great impact on our communities and the nonprofits that have served them. Need has increased, while the ability to provide services has changed or dramatically reduced.

While this sounds like bad news, we are optimistic because historical perspective of the 2008 recession shows the cyclical nature of our economy and how nonprofits recover.4

Short-Term Consequences

The economic effects of the pandemic forced nonprofits to cut more than 50,000 jobs in December 2020, according to a report from Johns Hopkins University, and it could take 18 months for nonprofits’ employment numbers to return to pre-pandemic levels, per ABC News.5

However, several of our clients have made great strides to ensure their nonprofit employees will continue to keep their jobs at least until the end of the year.

This economic impact of the COVID-19 outbreak will make it harder for some employees to achieve their short-term financial goals putting their long-term financial goals at risk.

Among those employees who say their financial situation has gotten worse during the pandemic, 44% believe it will take them three years or more to get back to where they were a year ago — including about one in 10 who don’t think their finances will ever recover.6

This year, 32% of nonprofit employees expect their employers to reduce program offerings and have hiring freezes, 23% expect pay cuts, 20%, layoffs and 17%, furloughs according to Eagle Hill Consulting, who polled over 500 nonprofit employees across the United States.7

Holistic Financial Wellness

Although we’re confident in the economic healing of nonprofits, many organizations will continue to experience impacts of the pandemic for some time.

There are steps nonprofits can take to support their own employees through continuing change, both now and as they stabilize in the future. Financial wellness will be increasingly important, and as the need for financial recovery will be great for some time, employers need to recognize their role in helping their employees achieve this.

For any organization, this starts by offering and reinforcing employees the basics:

  • Retirement plans
  • Competitive health insurance
  • Paid time off
  • Flexible spending or health savings accounts
  • Financial wellness education

These programs are important for overall employee productivity, health care costs and talent retention. In the 2021 Employee Financial Wellness Survey, PwC reported that of those whose financial stress increased as a result of the pandemic, 45% felt their financial situation had been a distraction at work. Taking this one step further, nearly three-quarters of employees experiencing financial stress also experience physical symptoms, which affects a businesses’ bottom line. People with financial stress tend to avoid getting health care, which could lead to worse health outcomes and higher health care costs later.8

Invest in Financial Education

In addition, by providing access to financial wellness education employers can also help their employees focus on specific goals, such as setting up an emergency fund, paying back retirement loans, reducing debt, and creating a realistic budget. This goes a long way in helping employees start to become more stable and regain confidence in their ability to get back on and stay on track.

By boosting employee financial confidence and offering support, you can have a positive impact on health care costs, retention, and productivity — ultimately making your organization stronger and healthier, too.

In Kevin Kidwell’s role as vice president of national tax-exempt sales, he works to provide ideas, knowledge, information – both technical and practical – in an effort to facilitate improved plan and participant outcomes. Kidwell has held various positions within the Retirement Services division since 1988. Beginning in 2000, his exclusive focus has been on health care and tax-exempt organizations.

  1. Pew Research Survey: Economic Fallout from Covid-19 Continues to hit Lower Income Americans the Hardest
  2. Federal Reserve System Report: Report on the Well-Being of U.S. Households in 2019, Featuring Supplemental Data from April 2020
  3. Pew Research Survey: A Year Into the Pandemic, Long-Term Financial Impact Weighs Heavily on Many Americans
  4. Nonprofit Quarterly: Deconstructing the (Not-So-Great) Nonprofit Recession
  5. ABC News: Study: Nonprofits lost 50,000 jobs last month from virus
  6. Pew Research Survey: A Year Into the Pandemic, Long-Term Financial Impact Weighs Heavily on Many Americans
  7. The Business Journals: Despite increases in charitable donations, half of nonprofit employees expect cuts in 2021
  8. PwC’s 10th annual Employee Financial Wellness Survey, PwC US, 2021

About OneAmerica®
A national provider of insurance and financial services for more than 140 years, the companies of OneAmerica help customers build and protect their financial futures. OneAmerica offers a variety of products and services to serve the financial needs of their policyholders and customers. These products include retirement plan products and recordkeeping services, individual life insurance, annuities, asset-based long-term care solutions and employee benefit plan products.

Products are issued and underwritten by the companies of OneAmerica and distributed through a nationwide network of employees, agents, brokers and other sources that are committed to providing value to our customers. To learn more about our products, services and the companies of OneAmerica, visit
OneAmerica.com/companies.

Sep 13

Nonprofit builds relationships — one by one — to achieve vision of transforming Eastside neighborhood

By Feature

A day experiencing Shepherd Community Center’s Shalom Project

by Shari Finnell, editor/writer, Not-for-profit News

On a Thursday morning, in mid-August, Shane Hardwick, a paramedic, slides into the passenger seat of a police car parked outside of the Shepherd Community Center, a nonprofit organization in the heart of Indianapolis’ Near Eastside — one of the city’s most troubled and blighted neighborhoods.

His work partner, Adam Perkins, a police officer with the Indianapolis Metropolitan Police Department, sits in the driver’s seat as they tune into a weekly 9 a.m. virtual meeting on the vehicle’s computer monitor.

During the next 45 minutes, they join other team members of Shepherd Community Center as they discuss the challenges facing about 20 to 25 individuals and their families in the area surrounding them — primarily within the 46201 zip code.

They talk of the individuals with familiarity, giving updates on how they’re currently coping and what they need to gain more stability in their day-to-day lives. An elderly couple, fearful of venturing out during the COVID-19 pandemic, hadn’t left their home in a six-month period. A survivor of a domestic violence stabbing is having trouble managing a confusing mix of medication. Another woman wants to improve her job prospects but needs internet access for a medical coding class. A man estranged from his family hasn’t taken his high blood pressure medicine for months, putting him at risk for serious health complications.

Each person mentioned — Jesse, Amy, Bob, Ericka, Maria, Angela, Derek and others — are considered part of the key to transforming the 46201 neighborhood under Shepherd’s Shalom project. By focusing on individuals, couples and their families, the initiative, which was started nearly eight years ago in partnership with the city of Indianapolis, the team is able to take steps toward rebuilding a community that faces one of the city’s highest rates of poverty, crime, unemployment and food insecurity,

The center, which has been serving the community for nearly six decades, launched the Shalom Project as an outreach initiative in 2015, sending a community police officer, Perkins, out on neighborhood patrol to get to know residents on a personal basis. When they realized that many residents were facing health-related challenges, paramedic Hardwick joined the team to meet those needs.

Five days a week, the pair go out into the neighborhoods to give residents the gift of time — time to build trust and make a connection, time to understand the underlying challenges that eventually lead to a crisis … in some cases calling 911 “as primary care,” as Hardwick puts it, and, consequently, time to rebuild a community one neighbor at a time.

Building on a vision to become experts at relationships

According to Andrew Green, assistant executive director of the Shepherd Community Center, the shift to outreach has been significant in truly meeting the needs of residents in the community — especially in the midst of the COVID-19 pandemic.

The Shalom model, which focuses on going out to meet the needs of local residents, instead of expecting them to come to 4107 E Washington St, where the center is located, has taught the Shepherd team the importance of building relationships and connections as they move toward the goal of making the 46210 area a stronger, healthier and safer community. 

“It fits a theme for us for the last few years — we’re focusing on the humanity piece,” Green said. “Relationships are what make the difference. And we want to be considered experts on building relationships.”

Shepherd continues to build on its legacy of providing quality services and programs, including after-school programs, a clinic, a food pantry, job training, counseling and legal aid. Yet, as IMPD leaders shared in a conversation with Shepherd, “Great things are happening on site, but your neighborhood is crumbling,” Green said.

At one point, it offered a clinic on Saturdays to address acute medical issues but quickly realized that residents were arriving for primary care. “It was staffed with volunteer doctors, pharmacists and nurses,” Green recalled. “However, it was becoming primary care because of underlying chronic conditions.”

Under the Shalom model, the Shepherd team now connects with individuals one on one and ensures that they see the right medical professionals. Another key is maintaining those relationships long-term — following up to make sure that people are continuing in a positive direction, Green said. 

“The whole theme of building relationships is driven home day after day. The pandemic moved us toward that model even quicker,” he added. “We are now making calls to people twice a week.”

Making critical connections

After their morning meeting, Perkins and Hardwick start the work of making face-to-face connections in the 46201 community, where they are welcomed into the living rooms, porches and yards of the nearby residents. They also respond to 911 calls, joining other EMS respondents and police officers in addressing emergency situations that range from several suspected overdoses, a dog bite, an arrest on a suspicion of a stolen car, and also, on this particular day, a search for a cow on the loose.

On their first stop, Perkins and Hardwick drive a couple of miles to a rooming house where Derek, a middle-aged man, is waiting outside in anticipation of their arrival. He smiles as Perkins and Hardwick exchange warm greetings with him, commenting on the weather and how each other are doing. Derek, still smiling, replies that he’s doing great. Hardwick pulls out a blood pressure cuff to determine how Derek really is doing.

“That’s not looking good,” Hardwick announces as he shares the reading with Derek. Just as the Shepherd team had suspected, Derek’s blood pressure was dangerously high after going without his prescribed medication for about five months.

These are the types of situations that lead to unnecessary 911 calls, Hardwick later explains. Without intervention, Derek’s medical condition could reach a crisis stage — leading him to make a 911 call.

The reading reveals what the Shepherd team had suspected: After going without his medication for about five months, Derek’s blood pressure is high. Without intervention, Derek could reach a crisis stage — requiring a 911 call

“In many cases, people end up using 911 as primary care,” Hardwick says.

Hardwick orders an Uber driver to give Derek a ride to the Shepherd Community Center, where social workers and staff members work on his behalf to ensure he receives his medication. After a series of calls, including long waits on hold, they are finally able to address the source of Derek’s challenges and barriers. As it turns out, under the restrictions of his medical plan, Derek could only see one physician for medical care, who apparently had moved to California months ago, and could only get his medication filled at one pharmacy — located miles from his current address.

After spending hours resolving his challenges, Shepherd was able to ensure that Derek was assigned a new doctor and was able to get his medication filled at a more convenient location.

During that same day, Adams and Hardwick visit the family of an elderly man who was paralyzed from the neck down as a result of a fall on ice. The man wants the dignity of dying at the home of his sister, in the company of his children and other relatives.

The daughter is distraught, telling Adams and Hardwick that she feels he has given up on his battle to live. She doesn’t understand why he refuses to go to the hospital to get further medical care.

The Shepherd team gathers with about eight relatives on the expansive porch for a while, discussing various options. As he leaves, Hardwick gives the daughter his business card, encouraging her to call him if they need any assistance.

Hours later, the daughter does call. The father has agreed to be taken to the hospital to rule out any medical complications that could be resolved. Adams and Hardwick return to the home to assist emergency responders who take him to the hospital for a medical check.

The next day, the family calls the team once again to let them know that their loved one had returned home and had passed amongst his family as he had wished. They invite Adams and Hardwick back to the home as they gather.

The connection represents yet another long-term relationship built through the Shepherd Shalom project.

By focusing on individuals, couples and their families throughout the neighborhood, the Shalom initiative not accomplishes critical needs — it meets the needs of many individuals and families who need someone to care, lightens the load of the emergency responders and rebuilds the 46201 community — one neighbor at a time.

Sep 13

IT budget shift: Supporting hybrid work and increased security

By Sponsor Insight

by Cody Lents, partner and change manager at COVI, Inc.

Has COVID-19 upended the way your organization approaches IT? You’re not alone. Global IT spending related to remote work is forecasted to hit $332.9 billion in 2021, as organizations reallocate spending to better support and secure a new/expanded remote-work environment.

In today’s world, IT budgets are shifting, and new strategies can help you stay ahead of the game. You can focus your budget on mission-critical IT efforts as the digital world makes remote environments more of a priority.

Reallocating the IT portfolio
In the past, companies have spent more money on hardware and server storage. But now, a transition towards cloud services is leading the way in budgets. Employees who work remotely often need to be outfitted with laptops and mobile devices rather than desktops and other hardware. Now, employees can work anywhere and still have access to everything they need.

BYOD (Bring Your Own Device) policy
If employees bring their own personal devices, like cell phones, tablets or computers, to work, how can you keep company data secure? Defining a ‘Security & Use Policy’ should be first. This helps balance employee freedom, app functionality, and ensures your organization is not at risk.

The ‘Security & Use Policy’ should include:

  • Acceptable use. Define what applications and data employees are permitted to access on their personal devices and the expected process to do so. When should I access company files? How should I access them?
  • Minimum security. Passwords should always be required. Are company security applications required to be installed? Can the company’s IT team remotely access the employee’s personal devices? Remotely run scripts in the background? Who is responsible for system updates?
  • A plan for broken, lost or stolen devices. Companies should reserve the rights for altering devices or wiping them clean in the case that they are lost or stolen. But who is responsible for day-to-day support if the device malfunctions? The company? The employee? And at the end of the day, who pays the bill for support?
  • Ownership plan. The policy should say who owns the device, the data, and the digital environment (think Windows or MacOS) and support responsibilities. Typically, the most difficult question is how to segment personal data from company data and confirm we aren’t invading our employee’s privacy by backing up their personal data to the company’s backup infrastructure.
  • Usability plan. The policy should outline required hardware and software specifications and expected turnaround times for device failure or other disruptive IT problems.

Another item to consider is ‘Mobile Device Management,’ which includes the option to secure and integrate devices across the network — allowing your organization the option to manage those devices in one place.

Lastly, ask your insurance agent how this workplace evolution impacts your cyber insurance policy. And, if you don’t have one, it’s time to bite the bullet and get insured.

Recommendations
To remain proactive and in control, we recommend immediately moving to cloud solutions, and integrating multi-factor authentication (MFA), SaaS backups, and Advanced Threat Protection (ATP). Allocate budget towards investing in cybersecurity. Cyber criminals are sophisticated, and new technology allows for new ways to block criminal activity.

Lastly, make sure your back-up and recovery system are redundant, so that data won’t be lost. As the world of IT advances, be sure you are up on the latest best practices.

Questions?
If you need assistance implementing a hybrid-work approach for your organization, you can reach out to COVI at cody@gocovi.com to see if an assessment makes sense. COVI is an Information Technology (IT) agency specializing in productivity, security, support and strategy services, located in Indianapolis, Indiana.

Sep 13

Board of governance or board of management?

By Sponsor Insight

by Jan Breiner Frazier, owner, Planning Plus, LLC

A not-for-profit board of directors can play one of two roles — that of a board of governance or a board of management. Both are valuable and can be highly effective. What type of board does your organization need?

Much of this depends on the current reality of your organization in this volatile time. But, more often than not, it depends on the strength, skills and expertise of the CEO/executive director. When we have been asked to assist with CEO/ED searches, one of the initial questions we ask is “What is the relationship you want to have between the board and the CEO?” Of course, the general response is that of collaboration, open and honest communication, transparency, etc.

When we think about board governance, we generally refer to the “10 Basic Responsibilities of Non-Profit Boards,” the seminal piece by BoardSource. For the majority of our clients, the board of directors is one of governance, ensuring the adoption of a mission statement, overseeing the financial health of the organization, promoting the organization, etc., and — most importantly — hiring the CEO and giving that individual the responsibility for all personnel decisions. In an established organization, a board generally serves in a governance role, using board member skills to fill in gaps with varied experiences and expertise to help advise and guide staff.

A very strong CEO — one who is independent, focused and driven — may often desire a board that is more than willing to stick to governance and stay out of operations. Enough information is shared so that board members understand the general finances, challenges, and priorities — but the less involved the better.

A board of management is generally more hands on, becoming intricately involved in making and often implementing operational decisions and contributing a great deal of time to the organization. We generally find this type of board with new non-profits, start-ups, in-crisis situations, and in organizations going through significant leadership transitions. Over time, with the right people in place, the board of management can slowly evolve into a board of governance.

Unfortunately, we have seen CEOs who abdicate their responsibilities to the board due to the fear of making decisions, a reluctance to engage in controversial discussions at the board level, or an inadequate level of skills necessary to ensure the organization’s success, leading to boards of governance slowly evolving into boards of management whether they intended to or not. And it’s hard to retreat from that position.

The one constant, however, whether a board of governance or board of management, is the requirement to assist with resource development for the organization (yes, fundraising).

The recommendations we offer below are nothing new and may seem simplistic, but implications to the board are far reaching:

  1. Be very scrupulous in hiring the CEO of the organization in terms of the relationship desired between CEO and the board. Be clear on the expectations of the new hire; carefully identify the needed experience, skills, and behaviors; be diligent in reference checking, including reaching out to board members of the previous organization; and ensure the entire board is on the same page as to the leadership needs of the organization and the level of autonomy it will give its new leader.
  2. Be equally scrupulous in selecting a board chair. Too many organizations have a pre-determined hierarchy, i.e., the vice president automatically becomes president and other officers line up for future succession. The board chair must be someone who meets a similar set of standards you would require in the CEO: strategic in thinking, visionary, strong and effective communicator, ability to manage change and conflict, etc.

Whether your organization has a board of governance or board of management depends on the needs of the organization as it continues to evolve. Just be sure you know which one you want.

Sep 07

Donor engagement and retention techniques: Invest time now to solidify donor relationships

By Sponsor Insight

By Andy Canada, senior consultant, director of data analytics, Johnson, Grossnickle and Associate

While we need to work to engage all of our donors, many nonprofits have experienced the benefit of an influx of new donors in response to the pandemic’s challenges. What can you do to engage and retain these new donors as well as deepen your relationships with your existing donor pool?

Donor Engagement

While we are operating in unusual times, you do not want to throw out your tried-and-true ways of engaging and stewarding your donors. But, you might consider adding the following strategies as well.

Personal connections: Think creatively about how to create personal connections with donors, such as engaging with donors via FaceTime to capture a specific meaningful moment at your organization. Engage board members, leadership team members, volunteers, and other donors in thank you calls. Hearing from someone new will expand donors’ connections and engagement with your organization.

Technology techniques: Using technology to your advantage has hopefully become easier than ever over the past year. There are multiple platforms that can be very effective with donors who are now more familiar with different means of communicating. Tell your story from the perspective of those you serve — send short video messages telling the story of how lives have been changed by gifts from generous donors. You might also share short “day in the life” videos from the heart of your organization — such as the teacher, direct care staff, curator, cook — to give a glimpse into real-world impact.

Peer engagement: Encourage peer-to-peer fundraising or use third-party events to deepen engagement and spread your reach. Personal referrals will never go out of style. Identify donors who can advocate on your behalf to reach out and engage new donors. This will create an additional touchpoint and provide a way to ask for additional support from a peer or for a specific program.

Donor Retention

Research from the Fundraising Effectiveness Project indicates first time donors only donate again about 20 percent of the time. However, if a donor makes a second donation, the chance of them continuing to contribute is 60 percent. Invest in new donors now, because retaining a donor for multiple years will more than make up for the initial investment.

Welcome them: Work quickly to welcome and engage new donors as soon as they make their first donation. Create a welcome plan for new donors, that goes beyond a welcome packet. Within 48 hours of their gift, send sending a thank-you card or a handwritten note from a leadership staff or volunteer. Then, continue to reach out with special touches throughout the year — maybe a personal email with a picture or short personal video clip.

Create a connection: Create high levels of buy-in from your donors by building their sense of investment in the organization. Follow up to promote opportunities for them to get involved in a non-monetary way, such as volunteering. Volunteers are among the most motivated donors. Develop ways to engage volunteers remotely during the pandemic, if possible, but also just make sure you stay in touch with your volunteers now so that when it is safe to return to in-person volunteer activities, your donors are still engaged and committed.

One way to stay in touch is by offering them opportunities to give feedback. Ask for their advice via an electronic survey, email exchange, or phone call.

Allow donors to openly share what motivates them to give and use that information to identify potential gaps in your program. One caution though, be prepared if you ask for feedback, to act on it and implement changes as needed.

Plan for their next gift: Create a “second gift” strategy for new donors before the one-year anniversary of the first gift. Many organizations mistakenly wait until the first-year anniversary of a gift before reaching out and asking for another gift. While acknowledging the anniversary of a gift is a great strategy, don’t let that be the first-time new donors hear from you again.

To help retain donors, it is also important to make giving easy. First and foremost, you need to make sure your online donation page is mobile responsive and user-friendly. Then, make sure you offer donors a recurring gift option and tell them how a consistent gift can benefit those you serve. You can also promote low dollar amount gifts ($5 to $15) to re-engage first-time donors and encourage them to give regularly.

Matching gifts are not just for major gift programs or capital campaigns, they can also be very effective in retaining new donors. Secure a challenge gift from one of your long-time supporters to encourage new donors to give a renewal gift or enter a monthly giving society.

Finally, think through how you can identify those new donors who may have the potential to make a major gift if cultivated and engaged properly. Make sure you conduct electronic screening on new donors you may have gained over the past year. Determine if any should be assigned to a major gift officer for more personal engagement.

If you put in the work early on to retain new donors and stay engaged with your existing donors, they will stick with you when it counts.

Andy Canada is senior consultant and director of data analytics at Johnson, Grossnickle and Associates, a strategic consulting firm located in Indiana that focuses on higher education.