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Serve better through design: Use design thinking to better engage your audiences

By Sponsor Insight

By Mark Shreve, business development manager, SmallBox

Nonprofit organizations are not immune to the same challenges presented to for-profit businesses. You must survive economic swings, respond to political orders and actions, address shifting demographic needs, compete for attention, and increase impact to those you serve and do all this with shrinking budgets and teams.

Shall I say more?

But most nonprofits also are serving their audiences — members, donors, students, patients — with greater attention, a byproduct of operating in the Experience Economy, where people want to move beyond consumption and focus on participation.

As you battle for their attention, you’re also fighting for their support. Nonprofits often have the added challenge of asking these same audiences to fund the experience delivered to them. In order to adapt to these forces effectively and efficiently, and to generate meaningful experiences that will attract, engage, and retain their audiences, we believe, nonprofit organizations should turn to human-centered design principles.

Human-centered or design thinking provides a framework to understand how audiences — members, donors, students, patients — think, act and feel. This process allows a deeper investigation than just proposing initiatives that may satisfy your audiences. It demands thinking about the entire experience delivered, and do it with contextual data to yield greater results. When every penny counts, this process ensures failing forward and finds lasting impact faster.

Design thinking empowers you to be a more creative and effective problem solver

If you have ever wished to take a timeout and disrupt your approach to work, now is your chance. Human-centered design has been helping healthcare, education and cultural institutions.

SmallBox follows a five-stage and circuitous process that builds on empathy, encourages collaboration, and yields a prototype to test with audiences. The idea here is to be inclusive, thorough, exploratory, and not just innovate for the sake of innovation. Make the investment of time to do this right, and it will benefit those the nonprofit serves and those who lead the work.

Let’s move beyond theory and into practice. The first step in a human-centered process is to empathize with your audiences. It’s their experience you’re developing so understand their point of view is critical to success.

Our approach is to ask, listen (not always obvious!), and involve your audiences. Here are a few examples from recent projects:

  • Ask your audiences and improve communications: A small college wanted to explore their alumni communications to maximize resources, align their team’s efforts and to increase engagement among their audiences. First step, we surveyed 3,000 people to understand how they wanted to receive communications and what they valued most from different touch points. Insights gathered from this survey directed our work to redevelop the experience of creating and distributing content in the alumni magazine, which resulted in just one touch point with their audiences.

Take away: As you seek to understand what your audience needs, consider asking them to envision a future state to shed them of their current blinders!

  • Listen to your audiences and increase the value of membership: A large state university sought to redesign the membership experience for segmented generational groups. The perceived value of membership varied between boomers and millennials. After listening to alumni via participatory ideation sessions, a new “freemium” option was added to mirror the discounted services model this group was accustomed to receiving before they invested more.

Take away: Human-centered design keeps audiences at the center of the problem so if you ask, be prepared to listen!

  • Involve your audiences and attract donors: A hospital foundation wanted to attract more donors in the Indianapolis community. So, rather than pitch to prospective donors, we asked them to pitch to the foundation. During a participatory focus group, we provided scenarios to foundation volunteers and community leaders and challenged them to create experiences to tie donors to the work of the foundation. What we heard in those sessions will inform messaging and touch points with the community.

Take away: Involve your audiences in the process for more buy-in!

After each of these organizations empathized, they moved to the next phases of the process – framing their insights and takeaways, ideating on new solutions and then prototyping and testing the viability of those solutions.

So, when was the last time you stopped juggling your tasks to really connect with and talk to your audiences?

Take the first step. Like the idea, but not sure where to begin? Convene a group of stakeholders to determine if the experience you’ve created is the one most aligned with those you serve. If not, turn to a human-centered framework to guide you as you redesign the experience.


mark-shreve Mark Shreve has supported nonprofit organizations for over a decade and is currently the business development manager at SmallBox, a brand experience agency that helps with organizational alignment and customer engagement.

SmallBox collaborates with organizations dedicated to creating impact and serving others. Initiate a conversation with Mark at mark@smallbox.com.

Philadelphia ends practice of billing parents for their children time in detention

By Feature

By Eli Hager, reporter, The Marshall Project

The city of Philadelphia announced Friday that it will stop billing parents for the cost of their children’s incarceration, just hours after a front-page Marshall Project story in The Washington Post highlighted the practice in the city and across the nation.

Billing parents for incarcerating their children goes far beyond Philadelphia and is rooted in decades-old social policy based on the belief that families were shedding responsibility for delinquent children and expecting the government to pick up the tab.

Nineteen states and county-level juvenile justice systems in 28 other states now charge parents for jailing juveniles, often using a child-support model to determine the cost and collect debt, the story found. But there are some signs of change: A county-by-county effort to end the collections is also underway in California, where a bill to abolish the practice outright has been introduced in the state legislature.

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Google will give $11.5 million to 10 organizations fighting for racial justice

By Feature

By Matt Petronzio, social good editor, Mashable

Google thinks science and data are key in advancing racial justice — and it’s putting up millions of dollars to prove it.

The tech giant’s philanthropic arm, Google.org, is pledging $11.5 million to U.S. organizations dedicated to racial justice and criminal justice reform. The grants will be distributed over the next three years to 10 different nonprofits and initiatives, all working toward racial equality and equity in innovative ways.

The new commitment marks the latest effort in this space from Google.org, which has provided $5 million in grants to racial justice innovators since 2015. Past recipients include Black Lives Matter cofounder Patrisse Cullors and the nonprofit Equal Justice Initiative.

Justin Steele, principal at Google.org, announced the news in a blog post Thursday, beginning with his personal attachment to the cause. He said all the black men in his family have worked in some form of law enforcement, including his grandfather, a Port of Seattle police officer, and his father, a detention chief in Snohomish County, Washington. He’s seen firsthand how police can be a force for good in communities.

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Redefining teacher development

By Education, Feature

By Becca Shareff & Erin Murphy-Graham, Graduate School of Education at UC Berkeley

When Lucia was working as an assistant in a health clinic in her home community, Sistema de Aprendizaje Tutorial (SAT) — a program designed to help people from rural areas gain a secondary-level education — recruited her to be a teacher. As soon as she started her new job, however, she realized that she was not prepared to teach the topics she was supposed to be covering. While working through a unit on soil science, for example, she felt confident about the scientific content in the curriculum, but knew that she had to defer to her students when it came to discussing  the farming activities that would put that science into practice.

To address this challenge, Lucia shifted her role from being a direct instructor to a guide. Knowledge-building became a shared process within the class, and together, Lucia and her students worked to combine theory and practice. The approach worked, and, as Lucia reports, it also complements the way in which SAT trains its teachers. Once shy and afraid to ask questions, Lucia is now an active and vocal participant in the ongoing training she receives from SAT; as a result, that training has become “indispensable.”

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Developing an effective dashboard and key performance indicators

By Sponsor Insight

By Jim Simpson, CPA and director, Financial Technologies & Management

Nonprofits are complex organizations that are built around mission and outcomes, which must be supported by the right revenue and expense models.

Dashboards are one way to simply communicate and give an overview of the organization by using a graphical summary of important information. It is an easy way for decision-makers to see where and whether the organization is on the planned financial path, and additionally can be used with funders and stakeholders to transparently show progress towards desired goals.

But a dashboard without metrics is useless to the organization, it is important to develop the associated metrics and constantly review to ensure you are actually measuring success for the organization.

Effective dashboards

Charts and graphs are not considered a dashboard unless that have the following characteristics:

  • Align success definitions across organization
  • Encourage communication regarding progress towards goals
  • Identify successes and challenges
  • Actual data and evidence to make decisions
  • Strengthen relationships between different activities

A properly designed dashboard allows a nonprofit to monitor its effectiveness as evidenced by the financial health along with the impact of the programs and services provided. Board and staff should develop strategy and goals to create dashboards with focused conversation and collaboration.

When you select the dashboard elements, you should understand the data you will track and how that data will influence decision making. Questions to ask include: Are the metrics for the organization or particular function? Is the tool for the board, staff, or funders?

Successful dashboards achieve the following:

  • Successfully communicate strategic-level results
  • Present data in a user-friendly visual format
  • Create snapshot of current status and trends over time
  • Show performance against defined targets
  • Highlight out-of-the-ordinary results
  • Create a manageable set of key performance indicators

Consider each revenue and expense stream and the factors that influence the reliability and predictability and what contributes to the increasing or decreasing of these streams.

Performance indicators (KPIs)

it is important to determine the program-delivery mechanism that influences results. Different types of nonprofits have different organizational models with different drivers for success. It is important to select Key Performance Indicators (KPI’s) that focus the organization on data that will support decision-making. Consider whether you need a dashboard that reflects trends over time or performance against goals.

In order to get started, focus on the most important part of the process, which is to define the key drivers and metrics while focusing on the most pressing issues to start. This will help you start the process of developing your organization’s key performance indicators and the related dashboards to move your organization towards data driven decision-making.

When creating a dashboard and KPI’s, you should do the following:

  • Start with the big picture
  • Identify the audience and how to engage it
  • Define business model drivers and key levers inherent in program delivery
  • Choose KPIs in a thoughtful, team-based process that is inclusive
  • Re-evaluating KPIs is an ongoing process
  • Establish a culture of data driven decision making

Successful Key Performance Indicators (KPIs) achieve the following:

  • Represent business model drivers
  • Reflect progress towards intended outcomes
  • Guides priorities and decisions
  • Limited number of KPIs that can be realistically monitored
  • Should be periodically reassessed

When putting the dashboard reporting into action make sure you consider the following:

  • Where does data come from?
  • Who is responsible to collect data?
  • How will dashboard be updated and how often?
  • What platform or tools should we use to update dashboard?

jim-simpson Jim Simpson, CPA and director of Financial Technologies & Management, is a nonprofit financial leader and trainer, CFO, controller, forensic consultant and software advisor, including Abila MIP Fund Accounting since 1999. He has served CFO, controller and software advisor for over 25 years to over 350 nonprofit organizations.

Contact Financial Technologies & Management to see how we can help your nonprofit with accounting solutions. You can schedule an appointment directly from the website at WWW.FTMLLC.COM, email info@ftmllc.com or phone at 317-819-0780.

Maximizing major gift fundraising

By Sponsor Insight

By Tim Ardillo, consultant, Johnson, Grossnickle and Associates

Did you know development programs that rely solely on transactional giving, like direct mail and special events, generally have a return of investment (ROI) of about 200 percent, while programs that are relationship-based and major gift focused can enjoy a much higher ROI of 500 percent or more?

That’s why it’s so important to have a diversified development program with a strong and systemized major and planned gifts component. Now is a good time to evaluate your major gift practices to make certain that you are being as effective as possible when you, your volunteers, development staff, and CEO are cultivating major gift prospects. Though this blog focuses on major gifts, it is important to remember to approach conversations with donors and prospects holistically – integrating annual, planned, and major gifts into the discussions when appropriate based on the donors’ needs.

Johnson, Grossnickle and Associates recently hosted “Essential Elements of a Successful Major Gift Program,” a free webinar to review and share best practices in major gift fundraising. I encourage you to watch a recording of the webinar, which includes a thorough and integrated five-point checklist to help you make sure your major gift program is primed for success.

In addition, here are four fundamental steps you can take to develop a process for identification and cultivation of major gift prospects that is purposeful, organized, and ongoing:

Identify prospects to be included in prospect management.

Prospect assignments for organizational leadership and development staff should include a balanced pipeline of major gift prospects in cultivation, solicitation, and stewardship. A list should be compiled based on previous giving levels, recommendations from staff and board members, and additional research conducted by the staff. Prospects who should be assigned for contact management include those who are anticipated to have the capacity and inclination to make a major gift to the organization. What constitutes a major gift depends on the size of the organization, its operating budget, and its donor base.  For some organizations, a major gift may be $10,000; for others, $100,000 or more.

Assign identified prospects to specific staff members.

After the list has been complied, development staff leadership should review the list and begin determining who has the best relationship with the prospective donor and can engage the prospect in a strategic and meaningful way.

Commit to personal visits with donors and prospective major donors.

Organizational leadership and development staff must set aside time for personal visits as a top priority. Engaging major gift donors will require multiple visits, increased overall correspondence, and a focused effort – and will require the organization’s leadership, including board members and staff, to engage donors and prospects in new ways. A full-time development officer who has no additional responsibilities other than cultivating major donors should be expected to complete 125 personal visits with donors and prospects on the cultivation continuum per year, or the equivalent of two to three visits weekly. Some of these personal visits will likely involve cultivating the same prospect more than once.

Meet on a regular basis to review current portfolios and activities.

The development staff should meet frequently, perhaps every other week, to review recent activities and plan out next steps. These regular meetings for reporting and strategizing help to create urgency and hold everyone accountable for their assignments and results.

Integrating these strategies into a major gift program will ensure that you are maximizing the gift potential of your current major gift prospects and also help to identify and qualify future donors. This systemized approach forces you to have a strategy in place for each donor’s future trajectory with your organization.


 

tim-ardillo Tim Ardillo, CFRE, brings JGA’s clients guidance from a breadth of fundraising experience across a variety of nonprofit sectors. With a development career that spans more than 20 years, Ardillo has experience in fundraising efforts ranging from annual fund development, major and planned giving and campaigns. His most recent experience as Director of Institutional Advancement for the Indianapolis Zoo gave him the opportunity to serve as campaign director to complete a more than $34 million capital campaign and the launch of a $10 million endowment campaign. Ardillo holds a Bachelor’s degree in Public Relations and Marketing from the University of Louisiana, Monroe.

Meeting a need no longer enough

By Sponsor Insight

By Jessica Love, associate executive director, Prosperity Indiana

Generally, nonprofits are established to make a difference for the people or places they serve. As a result, the impact and outcomes are inherent in the work.

But these days, meeting an individual or community need is generally not good enough for a nonprofit to thrive, or even survive, in a world “competing” for donations, sponsorships and grants. Nonprofits must prove they are doing the good they set out to accomplish – and that they’re about outcomes as much or more than they are about outputs.

The National Council of Nonprofits cites this same challenge in an article, titled Impact and Evaluation of Outcomes. The article highlights concepts from Leap of Reason (2011). Of note is that measuring outcomes is not just about attracting resources to your nonprofit, but about mission. A nonprofit will only know that it is indeed helping individuals, solving problems in communities, and protecting the environment, etc., if it is evaluating its performance and then communicating the impact. The article also provides helpful links to numerous resources to improve outcome measurement.

Unfortunately, tracking outcomes is often disjointed from one organization to another and from one funder to another. Additionally, outcomes are often just tracked to meet external requirements or cite specific accomplishments, and may not tell the larger story of the organization’s or program’s success.

According to Andrew Means, co-founder of the Impact Lab and founder of Data Analysts for Social Good, technology is one example. The nonprofit sector often doesn’t see technology as a set of tools created to make jobs better. Means suggested that nonprofits, acting as partners in creating a social sector powered by information, have a huge opportunity “to actually use data and data technology to inform the way that we program.”

He also suggested that nonprofits beginning to use data to measure impact should first start “where they are.” As their work advances, they should seek to invest wisely and align themselves with data experts so as to not waste time with bad data. It is critical, according to Means that nonprofits work together to take advantage of the data.

“No nonprofit has the market concentration of Amazon, or Netflix, or Google. We need to come together, and share our data, work more collaboratively with one another to really understand and identify ways of increasing our impact. If you want to do really great data work, you have to do it collaboratively with other organizations,” he said.

That’s where a new initiative of Prosperity Indiana – the Outcomes Platform – will support its members in a more meaningful way.

In a survey of the membership, 90 percent of respondents said they use data to support their programs and to document and demonstrate success. More than half of all respondents indicated Excel is the tracking tool of choice.

Prosperity Indiana values the importance of developing specific, measureable, aggressive yet achievable, realistic and time-bound goals, but realizes that without a dynamic system for collecting, measuring and tracking goals, strategies, actions and accomplishments, it’s difficult to determine whether those aspirations were achieved.

Because limitations are inherent across the field and clearly identified by Prosperity Indiana’s member survey, Prosperity Indiana wants to provide a way to overcome the challenges of time, staff and financial resources and training.

Providing/developing a cloud-based system for use across the membership to collectively measure impact by tracking of organizational outcomes and planning initiatives against community-level indicators, Prosperity Indiana’s new data collection system will give a clearer picture of impact through a tool that creates visual representations of the data with a web embed option.

Through an evolving relationship with an award-winning online database developer, Insightformation, Prosperity Indiana hopes to provide access to this cloud-based tool for at least 100 nonprofit members with the specific goal of meeting the community economic development sector’s diverse data needs.

 

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The initiative

Goals of Prosperity Indiana’s initiative include providing the system at low- or no-cost, reducing the amount of staff time it takes to track outcomes while providing a better system for doing so, and developing in-house capacity to provide training and technical assistance to members on the data collection, measurement and reporting processes. Prosperity Indiana is also seeking collaboration with other associations and funders to develop a system that meets the needs of the field in such an all-encompassing way that reporting redundancies can be eliminated.

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And according to the authors of the Stanford Social Innovation Review article in July 2015, Architecting for Data, we are right on track.

Prosperity Indiana seeks to provide a system that meets four criteria: “organized (stored in a consistent structure), well described (documented formally or informally so folks know what it is and where it came from), accessible (easy available for folks to find and use), and usable (stored in a format people in your organization know how to wrangle).”

Those interested in learning more about Prosperity Indiana’s Outcomes Platform may contact Jessica Love, Associate Executive Director, at jlove@prosperityindiana.org.


jessica-love Jessica Love is the associate executive director for Prosperity Indiana and works with the executive director to provide team leadership for staff. She is responsible for developing and managing organizational systems for Prosperity Indiana to ensure effective management and control. She also provides one-on-one technical assistance to Prosperity Indiana members, informed by her media and grants management background. With 15 years experience in the nonprofit sector, Love’s consulting work focuses primarily on resource development and creating processes and tools for effective management and program compliance.

Groundwork Indy’s roots

By Feature, Programming

By Lynn Sygiel, editor, Charitable Advisors

In the 1980s, Liverpool, England started an experiment. The city worked with young people to improve areas that had been neglected. After seeing some success, Groundwork UK was established by Prime Minister Margaret Thatcher to promote local partnerships that could rebuild Britain’s bypassed urban communities through community-led strategies.

Its success led U.S. National Park Service staff to travel to the U.K. to learn more. Impressed, the Park Service launched Groundwork USA in 1996, recognizing its potential to build upon the human and environmental assets found in every community.

It was joined by the U.S. Environmental Protection Agency Brownfields Program to establish pilot programs in three communities — Bridgeport, Conn., Lawrence, Mass., and Providence, RI. Based on success in those cities, additional programs were established in Concord, N.H., Somerville, Mass., and Yonkers, N.Y.

In 1999, the New York’s metropolitan Regional Plan Association joined the partnership to help establish the Groundwork USA national office to support the growing network. The organization has a home base in Yonkers and just had a recent deadline for potential site applications.

Today there are 23 chapters, which based on the U.K. program are called trusts, in the U.S., including one in Indianapolis. The U.S. program is designed to help local stakeholders in communities struggling with environmental, economic and social decline.

“The National Park Service was looking at it as a way to get some work done in the urban core, and at the same time engage urban youth, kids of color. They wanted these kids to become future advocates and future visitors of the parks. They realized that these young people are not visitors, don’t feel welcome and have barriers. So Groundwork was started as a means to build that urban constituency and also to get some work done,” said Phyllis Boyd, Groundwork Indy’s executive director.

Each trust, while independent, works with other trusts and shares resources. Each tailors their approach to the unique needs of small- to medium-sized cities, neighborhoods, and rural communities, working hand-in-hand with local residents, government officials and business owners.

The national office assists with everything from national grant access to the nuts and bolts of daily operations. Indianapolis received a three-year grant to get started.

Sample projects of Groundwork Indy

RECLAIM

In 2016, Groundwork Indy was awarded a National Creative Placemaking Grant for $200,000. The project, which started in January, will conclude in 2020. Called RECLAIM, it is directed by Groundwork Indy’s Executive Director Phyllis Boyd and Artist LaShawnda Crowe Storm. The project will use art to transform vacant spaces along an the unsafe, walking corridor into a safe pathway for elementary school children. The project will include a series of hands-on design, business and community development workshops.

Brownfields research

There is already a lot of mapping data collected by the city about where brownfields and potential brownfields are located in the Northwest Area.

“If a site has suspected contamination, it is considered a brownfield because it impacts development potential. People that think it might be contaminated are like, ‘I don’t want to touch that property,’” said Boyd.

“So when you are dealing with brownfields, the idea is to get a handle on what is really happening on the site, if there really is contamination, how best to deal with it when you have an end use in mind, so what are the things that you need to do to prepare for either residential or commercial or light industrial use again.”

Young people have been involved in Phase 1, by researching historical uses of the property, concurrent uses on the property and by looking at records and maps to see if there was any activity that could potentially have been a source of contaminants.

“If the Phase 1 comes back and says, ‘Yeah, there’s a likelihood that there could be contaminants, then we do the Phase 2 which is the actual testing, physical testing of the soils. When that comes back, you kind of know what you are dealing with.”

Even before that research is done, it’s important to know what the end use is.

“So do we want that corner lot to become a park? Do we want it to become a mixed- use neighborhood serving food? Because the requirements then for cleanup are different depending on that end use is,” said Boyd.

Groundwork Indy: Developing a neighborhood and youth

By Feature, Programming

By Lynn Sygiel, editor, Charitable Advisors

Most teenagers don’t sit around talking about invasive plants and medicinal herbs or brownfields. But at least a half dozen area teenagers are the exception. Isaac, 15, Adarin, 16, Nashawn, 16, Randie, 16, Aliza, 15, and De’Shawn, 19, spend Saturday mornings researching and learning more about these topics, while also getting their hands dirty.

These six teens are members of Groundwork Indy’s Green Team, and spend not only their Saturdays during the school year, but summers too, learning how to best help the Northwest Area neighborhood. Not all live in the neighborhood now, but several were born there. The area is bounded roughly by 16th Street on the south, 38th Street on the north, Martin Luther King Street on the east and Kessler Boulevard North Drive on the west.

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Their work stems from an extensive community assessment. First, there was a feasibility study by a steering committee to determine if Indianapolis was a right place for a Groundwork program, and at the same time a Northwest Area Quality of Life plan was being developed. With 40 percent of the homes vacant, 584 of the 3,840 acres dedicated to green space lacking attention, and multiple identified brownfields, there is plenty of work to go around.

“The Quality of Life plan was underway in the area, and the city was working on funding for an areawide plan for brownfields and redevelopment, so these two things came together. It seemed like Groundwork was kind of the answer that could plug some holes that needed to be filled,” said Phyllis Boyd, executive director of Groundwork Indy. The original 2012 steering committee is still involved.

Why Indianapolis for this nonprofit youth program? Periodically, Groundwork USA solicits applications from around the country for potential branches. Late in 2012, the city of Indianapolis on behalf of a corridor steering committee submitted a letter of interest to Groundwork USA, and after site visits from the national organization that spring, the city received funding and technical assistance to conduct a feasibility study.

By early 2015, Groundwork USA’s committee, working in close collaboration with the Northwest Area neighborhood, voted unanimously to move forward with the creation of an Indianapolis branch.

Groundwork Indy has two youth development programs – the Green Team for high school students and GroundCorp for out-of-school youth up to age 24. Both programs work from a leased building on Burdsal Parkway near Flanner House and close to the south end of the corridor.

The Green Team meets Saturdays during the school year, and daily in the summer. The program’s goal is to help build environmental awareness and life skills for these teens. Students can stay during their high school years, and earn minimum wage.

“If it’s a good fit for us, and it continues to be, they’re welcome to stay and keep working, and eventually become like crew leaders. One of the things we teach them is the important of their contribution to the community. We’re here because the community has said: ‘This is what we would like to see, this is what we need,’” said Boyd, who moved from working in the for-profit sector as a landscape architect to this position in the summer of 2015.

These young people are helping to change the neighborhood. They’ve embarked on tasks like things removing the ground cover from sidewalks so kids at the two area elementary schools don’t have to walk in the streets. They removed brush from a railroad trestle, making way for the city’s urban pathway. They are researching medicinal herbs that can help improve the health of urban residents. So far they’ve focused on common aliments of African-Americans, and will include some in this summer’s garden.

For the most part, each project is part of the neighborhood’s plan for greenways and parks, brownfields, vacant properties and healthy communities and urban agriculture and community gardening. Right now, for example, the group is in talks with IU Health about a September safe-routes-to-school volunteer effort to do some intersection painting around the two neighborhood schools – Elder Diggs and Global Prep Academy at Riverside 44.

The group also is coordinating with the city’s Department of Public Works to get infrastructure improvements on DPW’s schedule and determine what additional funding is needed to complete improvements.

Adarin, 16, who was born in the neighborhood, notes that since Groundwork Indy got involved, the neighborhood’s not dirty. “We’re coming together to change this community. And some people are respecting it. I like that,” he said.

With Boyd’s background, the teens are learning about botany, too. They don’t just plant trees, they learn about the plants rooting systems and conserving water, and why native plants are important to the ecology.

“I think it’s important that they hear all this stuff, and at the time that they’re hearing it, they’re actually working and got their hands in the soil, hands on the trees, doing something where they can really absorb the information, and they get like, ‘Oh, this is why this information is important.’ So it’s not taught classroom style where it’s a lecture, it’s very much like in the moment, where we’re doing what we’re doing. And they seem to really like learning that way,” she said.

For Aliza, 15, who attends Northwest High School, planting a garden last summer infused pride.

“We worked on planting a garden out back, and it actually turned out good. We had fresh tomatoes, peppers and basil. We brought some home, and we ate some here. We made chili, and all types of stuff, like guacamole, salsa and pickles.

That is just what Boyd hopes will happen.

“They’re really thinking about their work in this larger context of their community and their city. We try also to help them understand, not just the historical context of why neighborhoods are like they are right now. They can grow up in a place like this and think like, ‘It must be like this because we deserve for it to be like this.’

“There are historical, structural reasons why there’s been disinvestment, why the sidewalks aren’t taken care of, why you see all these vacant lots, why the highway went through where it went through. But if you only live in Indy, if you only travel in a very small circuit of Indy, you don’t necessarily get the information that it is systemic. It’s not just by chance, it’s not their parents’ fault, it’s not their grandparents’ fault that this is the way it is. There are systemic things at work that made it so,” she said.

GroundCorp employs out-of-school youth in Marion County, ages 16 to 24, and focuses on job training and job preparedness. The six-to-nine-month program provides part-time employment Monday through Friday, but improving the quality of life in the neighborhood is only part of it.

If these young people don’t have high school diplomas, they must be engage in an adult education program working toward a high school equivalency, an alternative to a diploma.

“We also get them assistance with other partners to get their educational levels up. There are some certifications that require an individual to test at a ninth grade level, before you can qualify to do them,” said Boyd.

“We see the GroundCorp program as a stabilization pad, and a jumping-off point to do other things, like YouthBuild, the Culinary Institute at Edna Martin or something else. It only pays $10 an hour, which is not what anybody can live on, so we need to actually get them in and moving on to something that’s better,” said Boyd.

Currently the nonprofit doesn’t offer the educational component onsite, but it may change to make it easier for team members to complete their education.

“Transportation is one of the hugest hurdles that we have,” said Boyd, who will write bus passes into future grant applications. “Some of our 16 to 24 that are in the GroundCorp program have more barriers, and just need a lot more support from others.”

For every 8-to-10-member GroundCorp crew, Boyd needs a staff person to manage them out on the sites. The crews with participants over 18 can use power tools.

In the summer, the two groups have been able to mix, even taking field trips together.

“It is actually quite easy to mix the groups and work on projects together. Because of the age group of the GroundCorp crew, over 18, there are things that they can do that the younger, employed youth cannot do, like power tools and things like that. So there are certain jobs that they do.”

Boyd is encouraged that EmployIndy is convening a community of practice by coordinating the efforts of grantees that have federal workforce dollars. Seeing that the population of grantees has the same barriers, talking to each other is making programs more effective.

“We’re really good at finding community projects, putting people to work, integrating STEM knowledge into that, teaching skills that are very work-related, teaching about getting to work on time, doing your timesheet, some basics. But then we need to have partners that help with the other wraparound services,” said Boyd. “Then I don’t have to run around and figure out social services when it’s already someone’s job to do that.”

There have been many surprises in the year and a half for Boyd, not the least of which was how easy it was to underestimate kids and what they can accomplish.

“They’re teenagers and we’re just like, ‘Oh, they’re just thinking about things that aren’t that important or just very self-centered. They care about their environment. I thought it would be harder to elicit talking about their values. But if I’m really clear about my values, and I’m expressing my values, it gives them space to be very open about their values.”

“Before we started working, if you looked around this neighborhood, it wasn’t as nice and as clean as it is,” said Aliza. “I see more people cleaning up and gardening, and it makes me feel like I’m inspiring people to do better. I see Groundwork as a role model,” said the 15-year-old Northwest High School student.

Nashawn, 16, Northwest High School said, “I learned that I really care when people are throwing down trash and stuff. We’re just trying to bring life back to the neighborhood.”

Planning your next capital campaign: 9 steps to success

By Sponsor Insight

By Jen Pendleton, vice president Indiana, Aly Sterling

Launching a capital campaign is like moving into a new home. If you want the transition to your new home to run smoothly, you’ll need to plan ahead.

The same can be said of capital campaigns; a lot of preparation goes into a capital campaign so that your nonprofit can reach or even exceed its goals.

In case you’re not familiar with the term, a capital campaign is an intense effort undertaken by a nonprofit organization to raise a specific dollar amount within a defined period of time. The purpose of a capital campaign is to fund a specific project, usually something significant and concrete such as a new facility or equipment.

If you want to plan a capital campaign for your nonprofit, we’ve come up with a step-by-step guide to help you along the way. Here are the nine steps we’ll cover:

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