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Sep 12

How is your nonprofit inspiring trust?

By Sponsor Insight

Gaining donor confidence in your organization is essential

by Better Business Bureau

If asked, could you easily answer what your nonprofit does to inspire trust and donor confidence? Certainly, you could mention different programs and services offered. But what if you could convey everything in a way that instantly resonates with potential donors?

This is where trust seals come into play. Think about it. When you see the lock icon in an URL, you instantly know any personal and payment information you provide on the website will be secured. Or, how about the number of stars for a customer review? It’s easy to identify one star as a poor review, whereas five stars are an excellent review. We are wired to subconsciously identify these trust seals which also applies to BBB’s Accreditation seal.

Donors seek reassurance that their financial support is being used properly, and for more than a century, they have been coming to Better Business Bureau (BBB) for guidance. Spotting the BBB Accredited Charity seal lets them know they are (or would be) supporting a trustworthy non-profit.

The trust seal is earned through BBB’s Charity Accreditation Review Program which promotes high standards of conduct among organizations that solicit public contributions. The free program evaluates 501(c)3 charities against BBB’s 20 Standards for Charity Accountability — a baseline set of best practices that review the following four key areas of interest to donors:

  • Financial management
  • Fundraising and information materials
  • Governance and oversight
  • Measuring effectiveness

The result is a confirmation of existing strengths and/or identifying areas for improvement which BBB can help address to enrich your charity’s practices. If all 20 standards are met, charities can use the BBB Accredited Charity seal for a nominal fee determined by their organization’s annual revenue. Given its value and significance, a charity would be wise to consider proactive steps that strengthen the public’s trust through BBB Accreditation.

As a fellow nonprofit, BBB understands the trials and tribulations of running a charitable organization.

We value the work local nonprofits do here in Indiana and want to help you succeed as we work alongside you every day. We also know the importance of operational efficiency and how communicating your intentions to the public takes time, money, and energy. One way to ease your load so you can focus on your mission is to become a BBB Accredited Charity.

Get started with your free evaluation today at BBB.org.

Sep 06

Understanding in-kind donations

By Sponsor Insight

by Michael A. Staton, CPA, managing director, Alerding CPA Group

In-kind donations have been part of the nonprofit world for a long time. Galas have silent auctions that require a significant number of items to be contributed for their donors to bid on and generate contributions for the organization to fund its nonprofit mission.

Items are needed to perform the services nonprofits offer to benefactors and perform day-to-day tasks. Examples of such donations can include a box truck to deliver food, clothing, or kitchen equipment used in food preparation to serve to the homeless. The list goes on and on of the many types of items that nonprofits receive on a daily basis from generous donors.

Any non-cash item that a nonprofit receives from a donor is considered an “in-kind” donation and carries its own specific measurement and reporting requirements. In-kind contributions are categorized into two main classifications under U.S. GAAP. They are classified as either in-kind “goods” or in-kind “services.” In-kind goods or services should be valued and recorded in your general ledger based on fair market value.

Fair market value is the price you would have paid for the goods or services if you would have had to go out and purchase the items. Remember, the general rule for donated services is still that you only record the cost of the service if you would have “purchased the service if they had not been donated.” Most volunteer hours are still not considered in-kind donations of services; only those that are specialized.

In September 2020, the Financial Accounting Standards Board (FASB) issued Accounting Standards Update (ASU) 2020-07 on Topic 958. The new ASU addresses Presentation and Disclosures by Not-for-Profit Entities for Contributed Nonfinancial Assets. The new ASU was not aimed at changing how we recognize the In-kind contributions, but rather on providing transparency on the disclosure of the donations to the readers of the organization’s financial statements.

The new guidelines require the nonprofit to report the in-kind donations on a separate line in the Statement of Activities so the reader can clearly identify the number of in-kind contributions recognized by the organization. Cash and non-cash donations can no longer be grouped under the “contributions” line item.

There are also several changes that will need to be made to the note disclosures if your organization provides formal statements to its contributors and benefactors. All in-kind contributions will be disclosed by the type of asset contributed. Examples would include legal services, advertising, equipment, materials, food, clothing, etc. The disclosures would also include specific information on whether the asset was “monetized or utilized” by the organization.

The policy used to determine whether to monetize or utilize an asset. If the asset was utilized the organization would describe the programs that benefited from the donation. If monetized, then the organization must disclose their policy on how donations are monetized and any restrictions on the use of the funds. All these changes are part of the overall transparency initiative of FASB and are geared toward providing donors better information.

For more guidance, contact an Alerding CPA Group account representative to discuss this and any other issues you might have.

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.

Jul 25

Part 2: Is it time to take a break?

By Feature

Lilly Endowment’s nonprofit renewal program highlights benefits of rest

(As nonprofits seek ways to encourage employee retention, enhance recruitment and minimize burn out, Not-for-profit News explores the benefits of Lilly Endowment’s renewal grant programs in this second part of a two-part series. Read Part 1)

[Headline] Part 2: Is it time to take a break?

[Subhead} Lilly Endowment’s nonprofit renewal program highlights benefits of rest

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

(As nonprofits seek ways to encourage employee retention, enhance recruitment and minimize burn out, Not-for-profit News explores the benefits of Lilly Endowment’s renewal grant programs in this second part of a two-part series. Read Part 1 https://charitableadvisors.com/is-it-time-to-take-a-break/)

What would you do with $10,000? How would you rekindle your passion?

Those are the types of questions posed by the Indy Arts Council to applicants of its Creative Renewal Arts Fellowship Program, an initiative funded by Lilly Endowment, Inc., to ensure that artists and art administrators have an opportunity to replenish and reignite their creativity.

For one applicant, the answer to that question resulted in her traveling to Nigeria, recalled Nikki Kirk, director of community investment for the Indy Arts Council.

“As a dance teacher, she had been teaching various African dances but had never been to Africa,” said Kirk, who oversees the arts fellowship program. “While in Africa, she took three classes a day, learning from the folks who are from the region where it started. It re-energized her teaching by allowing her to really get to the heart of what the dance form is all about.”

Jean Luc Howell, director of historic preservation at Newfields, used part of his renewal grant funds to travel with his girlfriend during an extended road trip. Along the way, they visited historic destinations, including the Biltmore Estate in Asheville, N.C., the Winterthur Museum in Winterthur, Del., and Stan Hywet Hall and Gardens in Akron, Ohio. In addition to exploring the historical sites, Howell made wax rubbings of historical manhole covers he came across.

The award came at a time when nonprofit organizations are under intense pressure to come up with new ways to attract visitors, Howell said.

“Having a break was phenomenal, especially now,” said Howell, noting that many organizations operate on a year-round schedule to remain competitive. “We don’t have quiet times like we may have had in previous years, where you can take a breath, clean your office and catch up on other things.”

“With our current seasonal programming, the schedule can feel unrelenting. You must put something out that’s the best or the newest to get people’s attention,” he said.  “You’re competing against people going to the movies or even staying home to stream movies. And there’s pressure to raise money as a nonprofit through income-generating programs. You can lose the passion for why you wanted to work in a museum or a nonprofit in the first place.”

Giving nonprofit employees an opportunity to step back, whether through the renewal grant programs, paid time off or other benefits, has become increasingly important in today’s climate, Howell added.

“There’s so much more pressure,” he said. “Things like this are going to be more important as we move through issues of DEI and other heavy things we’re dealing with at work. You need an extra break from trying to navigate all of that as well.”

Exploring goals through the process

With up to 200 applicants vying for 40 grants through the renewal program, only a fraction of them will be able to take advantage of a renewal, Kirk pointed out. However, she said, the grant application process itself can be therapeutic.

“Some of the individuals that I’ve spoken to have said that even writing the grant application has been renewing for them because it’s about answering questions like, ‘What do you want to do?’ ‘Why do you want to do it?’ ‘How is this going to impact you?’ ‘What’s inspiring to you?’,” Kirk said.

“For the folks who do receive the grant, it’s really impactful and powerful, eEpecially during these times of COVID and excessive burnout,” Kirk added. “But beyond that, for the folks who aren’t selected in this round they get some form of renewal by writing down what they want to do. That type of creative writing style has an impact.”

Lilly Endowment has numerous renewal programs that are designed to help rejuvenate professionals in various sectors, including teachers, pastors, youth workers and human service workers. The program for artists and art administrators was implemented in the late 1990s.

“People experiencing burnout don’t necessarily turn out the most creative work because their minds are in so many different places,” Kirk said. “Being able to take that time for yourself helps you invest further and more heavily in the work as you come back into the space.”

Jul 18

Is it time to take a break?

By Feature

Lilly Endowment renewal programs highlight benefits of rest

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

(As nonprofits seek ways to encourage employee retention, enhance recruitment and minimize burn out, Not-for-profit News explores the benefits of Lilly Endowment’s renewal grant programs in this first part of a two-part series.)

As a long-time dedicated nonprofit employee, Angie Hoskins understands first-hand the symptoms of employee burnout. In 2019, her stress levels hit a peak as she took on additional responsibilities at Easter Seals Crossroads during a critical transition in roles.

“I was juggling two different positions with no end in sight,” said Hoskins, who is a benefits specialist technical assistant for the nonprofit organization. “I was being pulled in several different directions and working a lot of extra hours during a transition.”

Her concerned supervisors urged her to apply for a grant through United Way of Central Indiana’s (UWCI) Human Services Professional Renewal Program, Hoskins recalled. Under the program, which is now in its 20th year of being fully funded by Lilly Endowment, offers up to $10,000 each to up to 25 human service professionals each year to pause from their day-to-day responsibilities to explore their passions and new ideas. Lilly Endowment funds similar programs for teachers, clergy, artists and art administrators.

Hoskins’ grant request to explore her genealogy by touring Ireland was approved. However, COVID-19 travel restrictions related to international travel in 2020 forced her to make a change in plans. This year, she traveled to Alaska with her husband, Shane Hoskins, for a cruise and land tour. 

After returning to Indianapolis, Hoskins said, she experienced a renewed sense of purpose. “This trip was much needed. I came back not expecting how revived I would feel. I was excited to do my job again,” she said. “It also gave me the opportunity to step back and recognize how many people I’ve been able to help.”

Going beyond recognition

Julie Koegel, program coordinator for UWCI’s Human Services Professional Renewal Program, said that the benefits of the program extend beyond acknowledging an employee’s dedication to their nonprofit work. They can prove to be a motivating factor for retention and innovation among employees in the field, she said.

Nonprofit work can be demanding for many employees, Koegel pointed out. “They’re often working long hours. Some of them are on call 24/7. Some are missing their own kids’ activities because they’re going to the activities of the children they serve,” she said. “People get burned out. During COVID, in particular, it’s been really hard because these individuals have been first responders; among the first ones being called for assistance.”

“We wanted to make sure people who have been working in this field for 20, 30 or 40 years are able to experience renewal,” Koegel added. “We also want to recognize those who are younger, who haven’t been working in the field as long. We want to keep them in the field.”

Recognizing nonprofit employees at all levels

According to Sara VanSlambrook, chief impact officer for UWCI, the grant renewal program is an important way to recognize nonprofit employees who often don’t qualify for other recognitions. 

“Too often, frontline managers and staff are overlooked,” VanSlambrook said. “Awards and recognition are often targeted to executive directors. This program is for anyone at any level within an organization. About 45 percent of the grantees over the years have been frontline staff.”

Renewal grant recipients have included employees ranging from executive directors, vice presidents and managers to receptionists, cafeteria workers and correctional officers, she said. 

VanSlambrook also said that these types of benefits in the workplace can be critical for retention.

“It communicates to human service professionals that they are essential workers, and that we value them,” she said. “It reduces stress levels for those who receive it. It brings new energy and creativity to the work upon returning from an investment like this. They usually come back with new ideas and new knowledge that will enhance their work.”

Applicants of the UWCI Human Services Professional Renewal Grant program must meet the following criteria:

  • Must be an employee of a UWCI agency, UWCI, or an invited human services organization that is actively engaged in a UWCI collaborative activity
  • Must have been employed eight or more consecutive years by a human services nonprofit agency as of the application deadline
  • Must have been employed by their current organization five or more consecutive years as of the application deadline
  • Must serve clients in the UWCI areas of service: Boone, Hamilton, Hancock, Hendricks, Marion and Morgan counties
  • Must intend to remain in human services work for at least two years after the renewal experience

Over the years of administering the program, Koegel said, she has seen it accomplish its mission among the participants. “They come back to their jobs renewed, with new perspectives,” she said. 

She also said an evaluation revealed that numerous participants said they probably would have left their jobs if they had not experienced the period of renewal offered under the grant.

“They had reached that point where they were so burned out that they were looking at other opportunities,” Koegel said. “This gave them a chance to take a step back, to have permission not to answer their voicemails, not to look at their emails, and to really disconnect for a period of time and really focus on themselves.”

Jul 05

Effective fundraising demands new strategies, timeless principles, and an open mind

By Feature

New edition of Achieving Excellence in Fundraising puts philanthropy in context

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

As editors prepared to assemble the fifth edition of Achieving Excellence in Fundraising, they shared a sense of unease, recalls Genevieve G. Shaker, lead editor and associate professor of philanthropic studies at the Indiana University Lilly Family School of Philanthropy at IUPUI.

Shaker, who had been involved with the textbook previously in its 30-year history, led a team of more than 50 authors — all with ties to the Lilly Family School of Philanthropy — during one of the most transformative periods in the history of philanthropy. The work on the edition started in 2019 but the team paused as the global COVID-19 outbreak upended the nonprofit sector, philanthropy. The publication was released this spring and was co-edited by Eugene R. Tempel, Sarah K. Nathan, and Bill Stanczykiewicz.

“There was so much happening with fundraising as a result of that period of time,” Shaker said, recalling the uncertainty around the deadly pandemic, heightened awareness about DEI (diversity, equity and inclusion) following social justice protests, economic upheaval, and the rush to virtual engagement.

Several questions emerged during that time, she said, including: “How might this be changing things?” “What are the tried-and-true principles we believe still hold?”

“New editions come out about every five years,” Shaker said. “We wanted to make sure those principles were sustained. How can we make a book, attending to the changes this moment, that also will speak to people several years from now?”

In the end, the team decided to move forward, with the understanding that it may take some time to unearth how the events of 2020-2021 will continue to change fundraising and giving. “We couldn’t wait another two to three years to see what happens longer-term. It’s so important that people have a new book, so we went ahead — even with some uncertainties about the ultimate impact of this period.”


Preparing for what’s next in fundraising

One of the editor’s key takeaways is that principles and strategies of effective fundraising will continue to evolve but many of the foundational principles outlined by the late fundraising expert and The Fund Raising School founder Henry A. Rosso remain relevant, according to Shaker.

The revised book introduces new material and research related to fundraising ethics, virtual engagement and online giving, engaging diverse donors, crisis fundraising, planned giving, and crafting appeals. “The digital revolution has been enormous and it’s continuing through innovations like crowdfunding and artificial intelligence,” Shaker said. “Platforms are still emerging and broadening the ways we can communicate with people. That’s a huge change that we’ve seen over these past 20 years.”

Another development is heightened awareness about engaging diverse donors, Shaker said. “We are always seeking to learn more about different communities of donors, to provide more recognition for their philanthropic approaches, and to be intentionally welcoming and supportive of them as donors,” she said. “This change has been happening prior to the last few years, but it’s more at the forefront of all of our minds as we work to create a more diverse, equitable, and inclusive nonprofit sector.”

Adapting to change

According to Shaker, recent events served as a reminder of the importance of constantly evaluating the effectiveness of current fundraising strategies. 

“We cannot do the same things year after year and expect the same result,” she said. “We must be evaluating outcomes. If, for example, a mailing is getting half the response than previous years, you must be open to changing your approach.”

Shaker noted that Tempel, lead editor of three previous editions and founding dean emeritus of the Lilly Family School of Philanthropy, often stressed that nonprofit organizations can’t afford to operate as closed systems. “Leaders need to approach their nonprofits as open systems — gathering information, listening, and paying attention to what’s happening in the world, in their community, and in fundraising — and adapting all the time,” she said. “COVID, in a way, was a reset for some organizations. It required them to change and they’re not going back.”

Without the pandemic, some nonprofits still would be entrenched in practices that may not necessarily have been working for them, Shaker added.

Guiding principles of fundraising

While the pandemic accelerated the adoption of online giving and virtual engagement, research also revealed that some of the original principles advised by Rosso more than 30 years ago remain unshakeable, Shaker said.

“It has proven some of the things that we believe about fundraising, including the importance of having strong relationships with donors and finding different ways to engage with donors at all capacities,” she said. “Those principles were reinforced during COVID. The pandemic stressed the importance of knowing your donors as people and considering their circumstances, while continuing to communicate with them about your nonprofit’s work, needs, and the circumstances of those you serve.”

The textbook also addresses perceptions about fundraising, many that stem from some cultural and societal beliefs about openly talking about money, Shaker said.

“Fundraising can be misunderstood, even within our own organizations. There are some misunderstandings about what fundraising is and how it takes place,” she said. “We are often battling those misconceptions and educating others about philanthropy and fundraising. At a personal level, many of us are raised in households where talking about money can be taboo. This is an additional challenge, which can take reflection and practice to overcome so it doesn’t impact the way we interact with donors.”

Shaker said that the pandemic also reinforced people’s enormous capacity for generosity through donations and volunteerism.

“It was a reminder that philanthropy is for everyone,” she said. “It reinvigorated and reminded us of the power of human generosity. And that a more inclusive definition of philanthropy includes thinking about all the things that people are doing in addition to giving financially.”

More information about the fifth edition of Achieving Excellence in Fundraising is available at achievingexcellenceinfundraising.com/.

Jun 20

The Milk Bank expands its footprint through an innovative partnership

By Feature

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

It’s been 17 years since The Milk Bank opened as a nonprofit that provides families in Indiana and throughout the nation with donated human milk. And for years it has faced an uphill battle in helping the community understand the sometimes life-saving benefits it offers to infants, much in the way blood donations are accepted.

An innovative partnership with Versiti Blood Center of Indiana, another nonprofit focused on tissue donation, and the recent formula crisis could significantly change all that.

Jenna Streit, advancement director for The Milk Bank, is all too familiar with the misconceptions that many people have about an organization that supplies parents of newborns and infants with human donor milk.

“I was not aware of The Milk Bank until I was delivering my daughter,” she recalled. “I was having an unexpected C-section and a nurse turned to me and said, ‘Do you want her to have donor milk of formula when she goes to the NICU (neonatal intensive care unit)?’”

A series of questions and doubts immediately emerged in Streit’s mind, she said. “I didn’t know what she was talking about, who the donors were, or about the safety of the milk. It was just so unfamiliar to me, but I trusted my care team,” she said.

That typically is the journey taken by many of the people who have become aware of The Milk Bank, Streit said. “We have been trying to get upstream in our conversations and really try to educate folks early in pregnancy that it could be an option for them. We’ve made good traction this year.”

Partnership built on innovation

The Milk Bank attributes increased awareness about the organization to a partnership with Versiti, formerly the Indiana Blood Center. Although the two nonprofit organizations have similar missions in that they focus on the donation of human tissue, a collaboration didn’t come to mind until The Milk Bank faced an increased need for drop-off locations for its donor mothers.

Through research, the nonprofits found that 31 percent of stakeholders for The Milk Bank wanted more drop-off locations, and 15 percent of blood donors had difficulty accomplishing required blood work.

In 2018, the two nonprofits came together to allow donor mothers to drop off milk at depot locations at Versiti in Indiana and at Kentucky Blood Centers. In 2021, the Meridian Foundation awarded the team a $10,000 Aragos Honors grant in honor of the innovative partnership.

Meridian Foundation founder Donna Oklak, who interviewed members of the nonprofits during the grant-making process, was particularly impressed with the partnership led by Dr. Dan Waxman, senior medical director for Versiti, and a member of the The Milk Bank’s medical advisory committee.

“There was amazing teamwork at The Milk Bank to bring this idea to fruition,” Oklak said. “One ‘aha’ moment, that seems simple in hindsight, was the realization that the blood drive concept could be applied to milk donation. The Milk Bank was able to benchmark and operationalize this idea.  This was when it became apparent that the partnership was more than just a convenient co-location, but also a powerful opportunity to benchmark and share successful approaches in tissue banking.”

Through the collaboration, both organizations were able to increase visibility for each other, create more opportunities to reach potential donors, and provide Versiti blood screening for potential blood donors to become approved human milk donors — a necessary step in the human milk donation process.

According to the organizations, the new strategic collaborative plan also accomplished the following goals:

  • Diversified revenue for both organizations
  • Expanded each organization’s lab and processing staff
  • Enhanced equitable access for all mothers by removing geography and finances as barriers and, over time, will help them reach more diverse families.

Enhancing visibility during a crisis

The five-year-old partnership with Versiti also helped prepare The Milk Bank to handle an increased demand for donor milk during the pandemic and the current formula shortage, according to Streit. The organization now has 70 locations where donors can drop off their milk. (Donors also have the option of direct shipping the milk to the organization).

The milk donations must come from women who have been prescreened through blood tests. From there, the milk undergoes a nutritional analysis, pasteurization and then a sterile bottling process. Then it tested for safety as a final step, Streit explained.

In addition to its partnership with Versiti, The Milk Bank has implemented numerous strategies to enhance its visibility, including promoting testimonials for families who have been recipients of donor milk, implementing peer-to-peer fundraising campaign that highlights the stories of recipients and milk donors, and launching a program, with the assistance of Meridian United Methodist Church, that includes educational materials for expectant mothers.

“We have been helping quite a few families during this time who are who are unable to find formula,” Streit said. “The families that are coming to us typically are searching for one of the specialty formulas that they can’t find on shelves. While this is not exclusively the case, they most often have a baby with a medical condition.

“We definitely have been an avenue for supporting babies during the formula shortage. We have seen a significant increase — almost 90% — in the number of outpatients that we’ve served,” Streit added. “Our donors have been incredible and have stepped up. We typically hear from about 200 Interested milk donors every month. Last month, we heard from 491 potential donors who are excited about helping out.”

Advocating for continuing awareness

The Milk Bank envisions a future in which the need for human milk donation is as accepted and understood as blood donations, Streit said.

“We want milk donations to be seen as legitimate and as equal to blood donations. We are a tissue bank at our core,” she said. “I’m sure it was strange for many people when they first heard about blood transfusions; taking blood out of one body and put it in another. That’s what milk donation is.”

The organization also has taken on an advocacy role throughout its history, highlighting the benefits of breast milk. That cause must continue, Streit said.

“As a nation we are faced with a reckoning on how we are supporting families in feeding their infants. If we cannot safely offer formula reliably, then we need to return to the basics,” she said. “That means how do we ensure that families have every support possible to be successful at breastfeeding? I think more women would choose to breastfeed if they had paid leave after giving birth, safe comfortable places to pump at work and high-quality pumps made available to them.

“Many Americans have a baby and must go back to work within two to four weeks,” Streit added. “Breastfeeding is not even a reasonable option for them. I’m grateful that we can stand in this gap, but I hope that once we get through the crisis at hand, that we look on all that areas that we need to improve and implement changes to support families better.”