Skip to main content
Monthly Archives

August 2022

Aug 29

Local nonprofit expands camp experience to address youth mental health needs

By Feature

JCC Indianapolis’ CEO Eric H. Koehler addresses gaps with support from philanthropic donors

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

As with most executive leaders assuming a new role, Eric H. Koehler assessed opportunities for growth when he arrived at JCC Indianapolis in 2017. One of the areas he identified was the need for mental health and related support services for the youth that the organization had been serving for decades.

“While we’re certainly running a good program, I thought we could run an excellent program by providing additional mental, emotional and social well-being support,” said Koehler, who had previously worked in numerous JCC leadership positions, including as CEO of the JCC in Stamford, Conn. “Everyone has different abilities and needs based on where they are, but we didn’t have the capacity — the deep bench that we really needed to provide that additional support.

Koehler outlined a plan to add mental health support to the campers served by the organization’s programs and started reaching out to foundations for funding support.

Although COVID-19 disrupted the timeline of the programming, the organization was able to hire a mental health and behavioral coordinator and inclusion support specialists to work at its camp programs in 2022. The hires were made possible with a gift from the Glick Foundation, and gifts from the Adams, Bell, Cotlar and Koppel families.

With its expanded offerings under the pilot program, the JCC Indianapolis joins an increasing number of nonprofit organizations that are seeking ways to support mental health needs among youth through their regular programs. 

These programs come at a time when mental health challenges among youth are reaching a crisis level, as described in a recent article published by the American Psychological Association (APA). Statistics show that demand for mental health support is far outpacing available resources.

According to the Centers for Disease Control and Prevention (CDC), one out of every five children in the United States had a mental health disorder prior to the COVID-19 outbreak. However, only about 20 percent of the children identified were receiving care from a mental health provider. 

Experts expect those numbers to continue to rise because of children’s experiences with trauma, disruptions and isolation caused by the pandemic. 

About 71 percent of parents responding to a national survey conducted by Ann & Robert H. Lurie Children’s Hospital of Chicago said that the pandemic had taken a toll on their child’s mental health. Also, the CDC reported that emergency room visits related to mental health increased 24 percent for children ages 5 to 11 in 2020 and by 31 percent among youth ages 12 to 17, compared to 2019.

Introducing a new camp program

After five years of planning and pursuing funding, and navigating the disruptions caused by COVID-19, the JCC Indianapolis hosted its 2022 camp season with several noticeable changes. In addition to the MESH (Mental, Emotional and Social Health) services and peer training delivered by the new staff members, the ratio of campers to staffers and group sizes were smaller and programming was calmer, Koehler said.

In previous years, JCC Indianapolis would host the vast majority, if not all, of the families that registered for camp. This year, there was a wait list because of the desire to keep the groups small.

“That’s something we learned. If we’re going to provide a high-quality summer experience for everyone who’s involved, we can’t just provide bulk childcare,” Koehler said. “We never capped the number of campers like we did this summer.”

Koehler said there also was a noticeable difference in the tenor of the program, which offered quiet zones for overstimulated campers, in comparison to camps in previous years. For instance, the number of programs like an annual lip sync contest, which included high-energy singing and dancing, were reduced in favor of more subdued activities.

“The tone was a lot lower and calmer, which led to a more pleasant experience,” said Koehler, who anticipates that the differences in the camp program will result in higher retention among campers and counselors.

Evolving the camp experience

According to the American Camp Association, camp programs, policies and practices that incorporate MESH-focused services and training can improve the camp experience for participants by building resiliency, self-esteem and self-confidence. As a result, they also can minimize challenges for camp counselors.

When pursuing a MESH focus for JCC Indianapolis, Koehler was able to draw on his experiences in leadership roles at other JCC’s in Virginia, Connecticut and Massachusetts. 

In one JCC program, the organization offered special early childhood programs for children with serious needs from birth. The team partnered with specialists and state and county staff members to supplement their offerings. After a child turned three, the JCC would help place them in early childhood programs, Koehler said. “These were kids who had very significant needs. Some had communication issues or difficulty walking,” he said. “Our goal was to get them from point A to point B. Typically, when those children completed our program, they had significant growth so we were able to include them in our early childhood programs.”

At another JCC, the team provided a day camp program for children on the autism spectrum.  “We focused on social skills learning in the morning and in the afternoon matriculated the children into the broader camp to learn how to improve their communication skills,” Koehler said. 

While the work involved in securing the funding and establishing the MESH focus at JCC Indianapolis was challenging, Koehler said, the effort was worth it.

It’s very rewarding to be able to do this for our community, families, and staff,” he said.

Aug 15

CLD set to intensify efforts to overcome racial disparities

By Feature

$33 million capital campaign will expand nonprofit’s reach in eight underserved neighborhoods

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

As the president of Center Leadership Development (CLD) for more than 20 years, Dennis Bland has regularly contemplated the systemic barriers that lead to troubling racial disparities in Indiana — including with income, health, housing, education, employment and financial security.

It’s a concern shared by many leaders throughout the state, especially in light of statistics that show the disparities have not diminished in many areas. In some cases, as with college-going rates, the disparities have significantly increased.

According to a recent report from the Indiana Higher Education Commission, the percentage of Indiana high school students attending college has declined from 65 percent in 2015 to 59 percent in 2019. While the decline is evident across all races, it is more significant for African American students. The report revealed a 13 percent decrease in the number of African American students attending college during the four-year period. 

As part of CLD’s $33 million RISE campaign, the organization will expand its educational programming throughout Indianapolis, specifically among minority and low-income youth residing in the zip codes of 46222, 46208, 46226, 46218, 46235, 46201, 46219 and 46205. CLD will partner with The PATH School, Christamore House, Eastern Star Church, Mt. Carmel Church and Community Alliance of the Far Eastside to provide in-school and satellite programming for students in their own neighborhoods. 

CLD, which targets five areas as part of its programming — character, education, leadership, service and career, plans to increase the number of students it impacts through its core programming from 4,000 students a year to 6,500 a year. Overall, CLD plans to provide services to 15,000 individuals annually. 

“I think so much about disparities and inequities,” said Bland, who recently helped lead the nonprofit organization past the $30 million mark of its $33 million RISE fundraising campaign. Donors have included Lilly Endowment, the Nina Mason Pulliam Charitable Trust, and the NBA Foundation. “Education ultimately translates into empowerment and cultivation, particularly in the areas that help people mobilize, grow or thrive.”

Quality programming is central to success

Bland said CLD’s programming, which ranges from elementary school to college, has been effective because of its comprehensive scope, which includes free tutoring, counseling, remedial courses, career planning, college prep, and college application and scholarship assistance. 

CLD also never assumes that a youth intuitively understands the value of an education, said Bland, who stresses the importance of identifying the issues that immobilize students. Through their programming, Bland and the rest of the CLD team help disadvantaged students and their families understand why students in more affluent communities value the power of education.

Where a student lives can inherently shape their perceptions, he pointed out. “If there’s a community where 90 percent of the students are passing standardized tests and I live in a community where 10 percent of people pass standardized tests, I will need you to give me some insights as to what they are doing right and why I’m not doing what they are doing.”

With deeper conversations with students, counselors can help them develop incentives and skills that align with the outcomes that they ultimately want, Bland added. They can help the students start caring about how they perform academically, he said.

“When young people come here, there’s going to be intentionality around giving them an education on education,” he said. “We’re not assuming that just because a student goes to school, they understand the importance of education.”

Bland said programs can be more effective by meeting constituents where they are — not where others think they should be. “It gives them an entirely different perspective. Ultimately, they begin to act differently because you created a program that meets them where they were,” he said.

Bland said programs also are designed to help participants and their families understand the challenges that are immobilizing them.

“It’s important to ask questions like, ‘What are those areas and issues that will keep you in poverty?’ ‘What are those things that keep you from climbing?’” Bland said.  “It can help them begin to think differently, process differently, and act differently and then begin to pursue paths that may be different than the path they’re on. We help them switch to a path that’s going to help them thrive and succeed.”

Aug 15

Greetings from United Way of Central Indiana’s new CEO

By Sponsor Insight

An interview with Fred Payne

Three weeks on the job as leader of United Way of Central Indiana, I admit, I’m already astounded.

Astounded by the importance of United Way of Central Indiana’s role in our seven-county community; the support from the passionate United Way staff and board, who are eager to bring me up to date on our impact initiatives, fundraising strategies and advocacy efforts; and the kindness of hundreds of friends, colleagues, donors, civic and nonprofit leaders, and folks I haven’t had the pleasure of meeting yet who emailed me their personal congratulations upon my appointment as president and CEO.

As of this writing, I’ve been asked on several occasions: Who is Fred Payne? Why did I choose this leadership role? What is my vision for United Way? And, my favorite question, Is a hot dog a sandwich? Below, I’m happy to oblige!

Who is Fred Payne?
I am the youngest of eight children. I’m from Louisiana and spent most of my younger days in the South. Indiana became my home upon graduation from IU Law School, where I met my bride, Kelly. Four children and many professional affiliations later, my family and I are proud Hoosiers by choice.

Why lead United Way?
After nearly five years as commissioner of the Indiana Department of Workforce Development, I felt better equipped to understand the needs facing our communities. Every day, I saw individuals who wanted to live the best lives they were capable of but were held back by a lack of basic needs, education, training and opportunity. Building on the great work of my predecessors, I’m looking forward to opening the doors to new opportunities for United Way to help people in a deliberate and focused manner and strengthening new partnerships along the way.

What is my vision for United Way?
With only a few weeks under my belt, I can safely say that my big vision is to create greater partnership between government and nonprofit organizations in a strategic, intentional way. We are called United Way for a reason — we cannot fight poverty as a single entity. Central Indiana is a place filled with diversity of thought, brain power to move ideas to action, and compassionate people willing to support others.

This month, I’m traveling across United Way’s entire service area of Boone, Hamilton, Hancock, Hendricks, Marion, Morgan and Putnam counties for a series of free Community Meet-and-Greet events. I hope to introduce myself to as many passionate individuals as possible and better understand the needs we face and the opportunities we have as a community. If you live or work near any of these Community Meet-and-Greet locations, please reserve your spot and join us!

Is a hot dog a sandwich?
Speaking of astounded, I never realized my “rapid fire” questions could raise such great debate!

Thanks for all you do to support our communities. It’s a pleasure to join you, work with you, and serve in Central Indiana’s nonprofit sector.

Aug 08

Nonprofit leaders must take a hard look at employee engagement in today’s job market

By Sponsor Insight

by Christine Shepherd, managing partner, PlanningPlus

When I was entering the workforce in my late teens, a solid, well-written resume and interview skills were everything. As a job seeker, long tenure and job stability were key factors in the job hunting and interviewing process. If you were looking for positions in management and leadership, a stable and consistent work history was considered a major plus.

Now, more than 25 years later, the job market is in a different place. Various job experiences paired with shorter tenure have slowly become the new normal. Career paths are not always linear. And the massive number of job vacancies and an unprecedented employee turnover rate have led to a significant paradigm shift in employment power.

According to the article Rewriting Employee Engagement, published by the Society for Human Resource Management (SHRM) on Feb. 3, 2022, “19 million (people) resigned between March 2021 and July 2021.” Talking heads and critics tried explaining this labor movement as a blip in time — a response to an influx of COVID relief funding. As time went on and more jobs continued to sit open, it has become evident that employers no longer hold the power.

In the article, the author Eva Andres goes on to say, “It’s a desire for change fed by pandemic-era introspection … What we’re seeing now is shift of power from employer to employee, a humanistic labor evolution in which people are revisiting their values and what they want to do with their lives. That is forcing employers to adapt to employees’ needs instead of the other way around.”

Yes, that’s right. The hiring organization is now in the hot seat.

So how do we assess how we are doing with employee engagement and what can we do better? As defined by SHRM, employee engagement “is the extent to which people enjoy and believe in what they do for work and have the perception that their employer values what they bring to the table.”

The Great Resignation, as it has been called, requires employers to pause and evaluate if and how they are engaging with current and prospective staff. Research has shown that there are six main drivers for employee engagement that an employer should consider: work, people, total rewards, opportunities, company practices, and quality of life.

Of these six drivers, employers often consider two or three out of the six, most often total reward (compensation and benefits) and opportunities (career pathing and job advancement).

It is critical for employers to understand that employees are motivated and driven by different values, goals, and outcomes. For nonprofit organizations that often have limited resources and flat organization charts, it is imperative that leaders seek to understand what is meaningful to employees, what they value, and why they chose to work for their organization. It’s also important to understand how to add value in the lives of employees and how to make a difference to them — and for them.

Making organizational changes, even good ones, takes time, and it must start at the beginning for it to be lasting change. Start with current policies and procedures, job descriptions, performance plans and employee handbooks. Evaluate and assess the message, tone, and clarity of communications with staff members. Beginning with current recruitment and retention strategies will help identify the areas in which the nonprofit is currently doing well with employee engagement as well as opportunities to do better.

It’s important to involve employees in the process and ensure you are working with honest and candid feedback about current retention and recruitment practices.

PlanningPlus has helped dozens of for-profit and nonprofit organizations assess and enhance their employee engagement strategies. We understand that with a candid assessment, a critical eye, and a true desire for change, you can truly be a value-add in the lives of all your employees.