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Feb 26

Bringing Together Allies and Advocates for Women in Central Indiana: The INspire Her Summit

By Sponsor Insight

A new event celebrating Women’s History Month: March 21 at Historic Union Station!

By Danielle Shockey, CEO, Girl Scouts of Central Indiana

Last year on International Women’s Day, I sat in the audience at the Indianapolis Arts Garden at the Pass the Torch for Women breakfast–witnessing the speakers, the energy, the diversity–and a palpable momentum. Sitting among hundreds of advocates for women’s leadership and advancement, I knew our collective power could move mountains to become a powerful force for women and girls in Indiana—if we could work together to harness it.

From the stage a speaker asked, “Now what? How can we together not lose this feeling? What differences can we make? Let’s make our collective passions to empowering, celebrating, and supporting each other happen every day, not just on this day once a year?”

In the weeks following the event, this call to action, intended to motivate all attendees to make a difference in their communities, began to feel like a personal challenge—calling me to capture the power of that moment, working not in isolation but as a collective community across not-for-profits serve Indiana’s women and girls. How could we pool our networks to advocate unapologetically for the female future in this state?

And from that moment, the INSpire Her Leadership Summit was born! On the eve of Women’s History Month and International Women’s Day 2024, I am proud to share that Pass the Torch for Women, the Indiana Girl Coalition, and Girl Scouts of Central Indiana have joined forces to host a powerful community event for champions of women and girls in the Hoosier state.

Our immersive, full-day experience will be held on March 21 at Historic Union Station in Indianapolis, and it’s a must-attend event for allies and advocates in central Indiana!

What makes this event so critical is that each person participating–either from a seat or the stage–cares about the same thing: the female future. This isn’t a fundraiser for any one entity, nor a competition for volunteers and grants, but rather a collaboration across the three host organizations and every single attendee—all united equally in our commitment to making a better world for women and girls in Indiana.

Also unique to this day is the attendee experience, which will include:

  • Time to browse the Mission Marketplace, where they will learn about central Indiana’s landscape of not-for-profits whose missions are dedicated to women and girls and how they can get more involved.
  • Engagement in breakout sessions to gain tools and tactics for how they can use their own time, talent, treasure, and testimony to make a difference in the lives of Indiana women. From tools and tactics for how to get connected to and consider serving on not-for-profit boards from the local experts at the United Way of Central Indiana, to creating a personal giving portfolio for female philanthropy from CEO of the Women’s Fund, to running for public office or using their voice in every place from social media platforms to testifying in the state house from current elected officials.
  • Multiple moments for introspection and inspiration, with speakers like Alex Perry on conquering imposter syndrome, Allison Barber, president of the Indiana Fever, on what it means when she says, “there is an advocate in all of us,” Karrah Herring, chief diversity and people officer for Governor Holcomb’s administration, on using your voice when you’re “the only one in the room,” and Linda Calvin, who is tirelessly forging paths for women and girls in tech.

Attendees will also hear from Indiana business leaders who have taken a passion for women’s empowerment and created a world-changing company—including Boss Babe Founder and CEO Mariah Oliver and Leslie Bailey, curator of the powerhouse space for women at Indy Maven. Anne Marie Tiernon of WTHR will lead a compelling conversation with our lunch panel, featuring well-known public figures like Marianne Glick, Deborah Hearn Smith, and Carolene Mays—women who have dedicated their lives, professionally and personally, to giving back and being unapologetically passionate in their pursuits.

And there is so much more, including one of 23 women billionaires, Jenny Just, founder of Poker Power, to an end of day engagement activity where each guest will create a visible reminder to wear as a promise to each other. Attendees will leave this summit energized to go make a change, with new contacts and resources to leverage in their missions. I am confident Women’s History Month 2025 we will gather again to celebrate all the progress sparked by the inspiration, knowledge, tools, tactics, friends made on this day 2024! And we certainly hope you can join us.

Feb 19

A Guide to Hiring the Right Grant Professional for Your Next Application

By Sponsor Insight

by Melanie Priest, Director of Grants Services, Hedges

In the world of nonprofits, securing grants is a vital component of sustainable funding. However, the process of researching, preparing, and submitting grant applications can be complex and time-consuming. This is where grant professionals come in. Hiring a professional who specializes in grants can provide numerous benefits for organizations seeking financial support through grant funding. In this guide, we will explore the advantages of hiring grant professionals and how they can help streamline not only the grant process but also your overall organizational operations.

The Role of Grant Professionals
Grant professionals have expertise in navigating the grant landscape. They possess the knowledge and skills necessary to identify suitable grant opportunities, develop compelling proposals, and effectively manage the grant application process. Their role extends beyond simply writing grant proposals; they serve as strategic partners in aligning an organization’s mission and goals with potential funding sources.

Here are some key areas where grant professionals can make a significant impact:

Strategy Development
One of the primary benefits of hiring grant professionals is their ability to develop a comprehensive grant strategy. They work closely with nonprofit teams to understand the mission, programs, and funding needs. By conducting a thorough needs assessment, grant professionals can identify suitable grant opportunities that align with the organization’s objectives. This strategic approach ensures grant applications are targeted and have a higher chance of success.

Research and Prospect Identification
Grant professionals are well-versed in conducting in-depth research to identify potential funding sources. They have access to proprietary tools and databases that enable them to search for grants tailored to the specific needs of an organization. Through their expertise, they can save valuable time by filtering out irrelevant grants and focusing on those that are the best fit. This targeted approach increases the likelihood of securing funding.

Proposal Development
Crafting a compelling grant proposal requires a combination of storytelling, data analysis, and strategic planning. Grant professionals excel in this, as they possess the necessary skills to effectively communicate an organization’s mission, impact, and financial needs. They have a deep understanding of what funders look for in grant proposals, allowing them to present the organization’s case in a persuasive manner. Moreover, grant professionals can ensure that proposals adhere to the specific guidelines and requirements set by funders.

Project Management and Reporting
Managing the grant application process involves meticulous planning, coordination, and adherence to deadlines. Grant professionals can assist in project management, ensuring all necessary documents, evaluations, and reports are submitted on time. They work closely with key staff members to gather the required information and compile it into a cohesive and professional submission. They can also assist with the monitoring and reporting requirements of funded grants, ensuring compliance with funder expectations.

The Advantages of Hiring Grant Professionals
Now that we have explored the role of grant professionals, let’s delve into the specific advantages they bring to nonprofit organizations. From strategy development to project management, these professionals can significantly enhance an organization’s grant-seeking efforts. Here are some key benefits:

Expertise and Efficiency
Grant professionals possess specialized knowledge and expertise in navigating the complex world of grant funding. They understand the intricacies of the application process, including the specific requirements and preferences of different funders. This expertise allows them to streamline the grant submission process, saving organizations valuable time and resources. Additionally, grant professionals are skilled in researching and identifying the most suitable grant opportunities, maximizing the chances of success.

Strategic Partnerships
By hiring grant professionals, organizations gain access to valuable networks and relationships within the grant-funding community. These professionals have established connections with funders and understand how to foster positive relationships with them. They can facilitate introductions, arrange site visits, and provide insights into funders’ priorities, enabling organizations to build strong partnerships and increase their likelihood of receiving grants.

Enhanced Proposal Quality
Writing a compelling grant proposal requires a combination of persuasive storytelling, data analysis, and a deep understanding of the funder’s interests. Grant professionals ensure that proposals are well-crafted, concise, and aligned with the funder’s expectations. Their expertise in grant writing increases the likelihood of securing funding, as funders are more likely to invest in proposals that clearly articulate the organization’s impact and funding needs.

Increased Grant Success Rate
Securing grant awards is a competitive process, and organizations need every advantage they can get. By hiring grant professionals, organizations significantly increase their chances of success. These professionals are well-versed in the art of grant-seeking and possess the knowledge and skills necessary to navigate the process effectively. Their strategic approach, combined with their expertise in proposal development, research, and project management, ensures that organizations submit high-quality applications that stand out among the competition.

Time and Resource Savings
The grant application process can be time-consuming and resource-intensive, especially for organizations with limited staff and capacity. Hiring grant professionals allows organizations to offload the time-consuming tasks associated with grant-seeking, such as research, proposal development, and project management. This frees up internal resources, enabling staff to focus on core programmatic activities and other essential organizational tasks.

Finding the Right Grant Professional
Now that we understand the benefits of hiring grant professionals, the next step is finding the right one for your organization. Here are some key considerations when seeking a grant professional:

Grant Success History
When evaluating potential grant professionals, it is essential to review their track record of success. Look for professionals who have a proven history of securing grants for organizations similar to yours. This demonstrates their ability to navigate the grant landscape effectively and maximize funding opportunities.

Writing Style and Sample Documents
Grant professionals should have a strong writing style that effectively communicates an organization’s mission and funding needs. Request samples of their previous work to assess their writing skills and determine if their style aligns with your organization’s voice and values. This step ensures that the grant professional can present your organization in the best possible light.

Expertise and Alignment
Consider the specific expertise and knowledge that a grant professional brings to the table. Assess whether their experience aligns with your organization’s focus areas and funding needs. For example, if your organization operates in the healthcare sector, it is beneficial to hire a grant professional with experience in securing healthcare-related grants.

Cost Considerations
While hiring a grant professional undeniably comes with a cost, it is important to consider the return on investment (ROI) and the potential long-term benefits. The cost of hiring a grant professional can vary depending on factors such as the professional’s experience, the complexity of the grant applications, and the geographic location. However, compared to the potential funding a successful grant application can bring, the cost of hiring a grant professional is often a worthwhile investment.

Hiring a Grant Professional is an Investment, not an Expense
Let’s be frank, a grant professional’s mark on an application can mean the difference between winning and losing the prize you seek more than any other singular role. From strategy development to project management, these professionals bring specialized knowledge and expertise to streamline the grant submission process.

By leveraging their skills, organizations can increase their chances of securing funding, save valuable time and resources, and build strategic partnerships within the grant-funding community. Their track record, writing style, and expertise ensure the best fit for your organization. Ultimately, investing in a grant professional can be a strategic decision that propels your organization toward sustainable funding and greater impact.

Melanie Priest is passionate about making Indianapolis a great place to live, having strong connections in the community, and helping nonprofits share their stories of impact. For 25 years, Melanie has worked closely with the Central Indiana philanthropic community to provide creative solutions to complex problems. As Director of Grants Services at Hedges since 2012, Melanie has secured hundreds of grant awards for dozens of Indianapolis nonprofit organizations to ensure they are able to advance their missions.

Feb 05

United Way Accredited Partners: A Bigger Family

By Sponsor Insight

Right now, United Way’s outcomes measurement dashboard, “Impact United,” touts the direct and profound impact being made in our community by 88 nonprofit organizations. These 88 partners are accredited with United Way, which means they demonstrate best practices in tackling poverty and are meeting the ever-changing needs of the neighbors they serve.

We are proud to call these fiscally strong and outcome-driven organizations our United Way family. We have the “veterans” of accreditation – organizations such as the YMCA, Salvation Army, Flanner House and Little Red Door Cancer Agency – who have been affiliated with United Way for decades. We have newer accredited organizations, like Family Promise in Hendricks County, Indy Reads and TeenWorks, which joined us just a few years ago. This big family of 88 partners is working tirelessly to fulfill their missions while helping United Way achieve measurable outcomes in poverty alleviation.

However, current data indicates we are missing some folks at the table. We are in need of additional partners to fill service and geographic gaps in our communities.

So this year, United Way is opening the application for accreditation to organizations who specialize in adult/youth employment, education credentialing and basic needs services in Boone, Hamilton, Hancock, Hendricks, Morgan and Putnam counties. Similarly in Marion County, we have targeted zip codes where the need is greater for workforce development, credentialing, and safe and affordable housing services.

Once we receive applications by February 23, our team of board members, staff and volunteers will visit these sites and get to know these potential partners. We will evaluate them on financial health, governance, strategy, sustainability, and diversity and inclusion. In turn, these nonprofits will learn more about the key benefits to joining United Way’s network, which include access to grant funding, training and resources, and technical assistance to grow their organizations. By the summer, we hope to name our newest members to the list of United Way accredited partners.

As the youngest of eight children, I know firsthand the benefits of a big family. The Payne kids utilized our individual strengths, learned how to work together, and supported one another. That sounds very much like the accredited organizations that make up and strengthen United Way. And as our family continues to grow, we will be proud to update our Impact United dashboard over time with the outcomes of their impactful work in our community.

Fred Payne

Feb 05

Pitch Your Passion to Win a Four-Year Scholarship

By Sponsor Insight

High school seniors and IU Indianapolis students who want to change the world can compete for funding to study at the IU Lilly Family School of Philanthropy

INDIANAPOLIS—Two top winners of an upcoming Pitch Your Passion student competition will receive all-encompassing, four-year scholarships to the Indiana University Lilly Family School of Philanthropy at IU Indianapolis (IUI), the world’s first school dedicated solely to teaching and research about philanthropy.

Students selected as Thomasson Scholars will receive scholarships that provide up to four years of tuition and fees, room and board, and books, as well as support for a semester of study abroad. Other winners of the competition will receive partial scholarships.

Lilly Family School of Philanthropy students have a passion for making a difference in the lives of others, for community service, supporting a cause or meeting a need. The school’s Bachelor of Arts in Philanthropic Studies degree program equips students to make their passion their profession, while preparing them for a job and a career in the growing field of philanthropy, which has a tremendous need for new leaders.

“Our scholarship program is designed to attract talented, compassionate students to meaningful, fulfilling careers in philanthropy and nonprofit organizations,” said Amir Pasic, Ph.D., the Eugene R. Tempel Dean of the school. “Our graduates serve in change-making positions in nonprofits, corporations and government across the country and around the world. Their work changes lives and communities and influences education, social services, health, arts and culture, animals, the environment as well as many other endeavors that make a lasting difference.”

The Pitch Your Passion competition will be held March 8 at IUI; the deadline to apply is Feb. 23. During the competition, participating students will identify a current social, economic or cultural issue of concern to them. Together with other students who have similar interests, they will develop and present a group plan of action that describing how they would leverage resources to bring about a transformative change for the population impacted by the challenge the students selected. For example, previous presentations have addressed issues such as mental health, sexual abuse, homelessness, and the need for resources for new mothers.

In addition to the group presentations, students will be evaluated on their grades, extracurricular activities and interests, and academic and career goals, and on an individual interview with a committee of the school’s faculty and staff.

Competition applicants must:

  • Be a high school senior, a current IU Indianapolis undergraduate student (with fewer than 60 credits) or a transfer student
  • Be admitted to IUI
  • Plan to major in Philanthropic Studies

How to apply:

  1. Submit an application by Feb. 23, 2024
  2. Accept an invitation to the competition
  3. Present a group pitch
  4. Interview with the scholarship committee

For more information about the Pitch Your Passion competition, scholarships and other financial aid at the school, and the Bachelor’s Degree in Philanthropic Studies program, contact Pamela Clark at pamelac@iu.edu or 317-278-8927.

About the Indiana University Lilly Family School of Philanthropy
The Indiana University Lilly Family School of Philanthropy is dedicated to improving philanthropy to improve the world by training and empowering students and professionals to be innovators and leaders who create positive and lasting change. The school offers a comprehensive approach to philanthropy through its undergraduate, graduate, certificate and professional development programs, its research and international programs, and through The Fund Raising School, Lake Institute on Faith & Giving, Mays Family Institute on Diverse Philanthropy, Women’s Philanthropy Institute, and the Muslim Philanthropy Initiative. Follow us on X (formerly known as Twitter), LinkedIn, or Instagram and “Like” us on Facebook.

Jan 16

Unequal Expectations: The Living Wage Challenge

By Sponsor Insight

Kristi Howard Shultz, Kristi Howard-Shultz Consulting

Connecting the admiration often attributed to nonprofit leaders with the compensation they deserve for their valuable work is a frequent struggle in our industry. When faced with the additional challenge of lower salaries and fewer benefits than the for-profit sector, it’s not surprising that we face high turnover and burnout rates. In an industry focused on the care and concern of our clients, it’s time to start showing equal compassion to our staff.

David Westenberger, CEO of Indiana Youth Services Association (IYSA), said it best: “Within our field, we haven’t done a very good job of taking care of our own people doing the work. In the field of youth work and social services, in particular, people in the field eventually mirror the population they serve.” A 2022 IYSA survey revealed challenges for nonprofit workers, finding that 64% of employees rated their financial wellness as fair, poor, or very poor.

In other words, your agency’s mission may be to bring others out of poverty at the expense of your staff descending into poverty. You may be working to make healthcare more accessible and not be able to provide your staff with benefits or insurance. Your organization may be providing affordable child care to clients, requiring the staff to work hours when childcare is not available, all while paying them a wage where they, themselves, cannot afford childcare.

Does this sound familiar? If so, and you are looking for ways to combat this in your own organization, consider the following:

Why Pay a Living Wage?

At a minimum, paying a living wage will help to combat the high turnover and burnout rates. It benefits the organization by reducing the cost of recruitment and training, and enhancing productivity through reduced workforce disruption.

Beyond that, a living wage for workers truly recognizes their efforts and empowers their best work. It gives them the freedom to focus on the work without the worries of financial insecurity.

Consider that these are the people spearheading change, helping people during some of their darkest days, fighting for change in our healthcare, childcare and education systems, contributing to the economic growth of our communities and so much more.

How can we expect our industry to be at the forefront of equity and social justice without our workers earning a living wage?

What is a Considered Living Wage?

Let’s take a closer look at the definition of a living wage. A living wage is the minimum income necessary for a person to meet their basic needs. You can find the living wage for your area by using this Massachusetts Institute of Technology Calculator. The living wage shown here is the hourly rate that an individual in a household must earn to support his or herself and their family. The assumption is the sole provider is working full-time.

How does this compare to your agency’s current wages, especially considering exempt status employees and the hours they realistically work?

Who is Most Impacted?

There seems to be an expectation among nonprofits that pay disparity is justified by the “psychic income” and sense of satisfaction workers get from making a positive impact. You may know it as the “compassion tax.” While doing meaningful work is rewarding, the need for a living wage, competitive benefits, and a work-life balance are equally important.

Women make up 73% of the nonprofit workforce and nearly 40% of nonprofit workers are people of color. Thus, these inequalities impact women, Black and Hispanic workers the most.

Does your agency have a commitment to Diversity, Equity, Inclusion, Belonging and Justice (DEIB?) Paying staff a living wage is part of honoring that commitment.

How Can We Make Incremental Improvements?

  1. Stay Curious
    The first step is to stay curious and informed. Seek valuable information in colleagues’ and competitors’ 990 forms or annual reports. Ask questions and have conversations with fellow Executive Directors and board members. Are they paying a living wage? If not, what is holding them back?

2. Dig Into the Data
Research and compare salaries using resources like the MIT living wage calculator and industry salary surveys, such as the Charitable Advisors’s Central Indiana Salary Report. A step in the right direction, the most reputable nonprofit job boards disclose salary information on job postings.

Crowdsource your job ads to ensure positive language and dignity when speaking to candidates. We often see job ads like the one below. You’ll notice this exempt position, requiring a degree, advanced certificates, and experience doesn’t pay a living wage at a 40 hour work week. The position is exempt and requires more than 40 hours a week, bringing the wage even lower.

3. Share Examples and Resources
Sharing examples is another powerful way to make a difference. Call out what isn’t working and highlight what is, just like the example we show above. This example is from an organization with a 90% female staff, serving exclusively women. Their values include “Every individual and family deserves respect and dignity.” But, a living wage isn’t part of that? Or at least not for their staff? There’s significant incongruence here between their stated values and this position description. By staying up-to-date with current research and sharing examples, you’ll keep a pulse on the industry and its challenges. Get started with our 10 Resources that Shed Light on Nonprofit Workforce Challenges.

4. Work Together
Finally, let’s work together for change. It won’t happen overnight, but we must start now. It’s time to address the inequities in our industry and pay fair wages. By confronting these challenges, we can shape a better future. We can work in an industry that recognizes the value of the people delivering our mission. An industry that empowers individuals, strengthens communities, and creates solutions to social challenges; moving us closer to justice for all.

Where to Go From Here?

The need to combat industry inequalities is urgent and ongoing. When you are determined and ready to implement the changes our industry needs, we are here to empower you. Kristi Howard-Shultz Consulting is your partner in creating sustainable fundraising and strategic plans for establishing a living, thriving mission, wage, and so much more.

Kristi Howard Shultz the founder of Kristi Howard-Shultz Consulting, is a nonprofit executive that leads with head and heart. With 25+ years of experience working for nonprofits including nationally-known, time-tested institutions like The Boy Scouts of America, Big Brothers Big Sisters, and Boys & Girls Clubs, she has worked in nearly every capacity of nonprofit management throughout her career. She has a proven track record of success in board and fund development, campaign management, and capacity building. She has built a strong reputation within the community and is sought after for her industry expertise and thought leadership. Kristi is a natural relationship builder who loves to put plans into action. Championing “firsts” for organizations is her specialty.

Dec 18

Considering a board assignment?

By Sponsor Insight

What you really need to think about before joining a nonprofit board.

by Christy Shepard, managing member, Planning Plus LLC

As we approach the new year, many of us reflect on how to increase our positive impact on our local communities. Joining a nonprofit board is a wonderful and altruistic way to serve your community and causes.

Through our professional engagements, our team is often brought into organizations to assist with board leadership and development, helping support the role of the board and its committees in line with their strategic plans. We talk to board members and agency leadership about the qualities and skills desired in board members and how to align them for a successful board engagement.

If want to become a board member, first consider, how much do you know about the role? Next, ask yourself how much do you know about the organization that is requesting your time, talent, and treasure? After working with numerous organizations with diverse pools of board members for 35 years, we recommend reflecting on the following questions and tips before signing on the dotted line.

Why are you considering joining a board? There are a lot of reasons and motivations for being connected to a nonprofit through a volunteer commitment; joining its board is just one. Board membership can be a significant commitment. What do you have the capacity to give beyond what you are doing today? Can you give more time to a committee or task force or are you truly ready for board leadership?

What is the required commitment of time, talent, and treasure? Every board is different as is the level of time required for your board role, both in and outside of board and committee meetings. However, Board Source, a trusted index of nonprofit best practices information, provides a clear set of 10 basic responsibilities every board must provide at a minimum to ensure proper oversight and due diligence.

  1. Determine the organization’s mission and purpose. It is the board’s responsibility to create and review a statement of mission and purpose that articulates the organization’s goals, means, and primary constituents served. It is wise to review both as well as the vision as part of the strategic planning process.
  2. Select the chief executive. The board must reach consensus on the chief executive’s responsibilities and are responsible for selecting and hiring the most qualified individual for the position.
  3. Provide proper financial oversight. With assistance as needed, the board is responsible for developing the annual budget and ensuring that proper financial controls are in place.
  4. Ensure adequate resources. One of the board’s foremost responsibilities is to provide adequate resources for the organization to fulfill its mission. Key resources include the professional talents, skills, and contacts that board members can provide in support to the chief executive.
  5. Ensure legal and ethical integrity, and maintain accountability. The board is ultimately responsible for ensuring adherence to legal standards and ethical norms. As part of the mission and vision review, it is recommended that the board review the organizational values in line with the desired culture to support the mission and the stakeholders.
  6. Ensure effective organizational planning. Board members must actively participate in an overall planning process and assist in implementing and monitoring the plan’s goals. Ongoing monitoring of the plan goals should be part of committee and board meeting work.
  7. Recruit and orient new board members and assess board performance. Boards have a responsibility to accurately articulate qualifications and commitments required of candidates, orient new members and provide resources and support to perform duties, and periodically and comprehensively evaluate its own performance.
  8. Enhance the organization’s public standing. The board should clearly articulate the organization’s mission, accomplishments, and goals to the public and garner support from the community. If there is an issue of brand and reputation, it is incumbent upon the board to address and act in line with its mission and community promise.
  9. Determine, monitor, and strengthen the organization’s programs and services. While the day-to-day operations and programing decisions are left to the staff, it is the board’s responsibility to determine if programs are consistent with the organization’s mission and to monitor their effectiveness.
  10. Support the chief executive and assess his or her performance. The board should ensure that the chief executive has the moral and professional support he or she needs to further the goals of the organization.

Board structures: Working boards and governing boards

Board structures can be designed to serve different purposes for the organization, each requiring different levels of engagement and decision-making from the board members based on board maturation and organizational life cycle.

Organizational lifecycles affect the type of board needed for the organization at a particular moment in time. An organization just getting started and embarking on grassroots marketing and fundraising would likely require a working board with a different set of skills, connections, and time commitments than a governing board of an established, financially sound, and thriving nonprofit organization. Every board is different, and the level of time required for your board role, both in meetings and outside of meetings, will vary depending on numerous factors. What the board role should be providing in these areas may or may not be a level you can provide.

Let’s talk about two critically important types of boards, working boards and governing boards.

A working board is typically found in a young or grassroots nonprofit, with limited or no staff. Working boards have the 10 governing responsibilities of most boards as well as additional responsibilities tied to operational performance. These board members are responsible for setting and carrying out the board’s strategic plan and directives. While some may see this as blurring lines, a working board is often operating out of necessity. It is essential that these board members remain committed to the directives of the board rather than acting on their own accord. Hiring full-time staff is probably on the horizon for these working boards, but not financially feasible now.

A working board is responsible for both the governance and management of the organizational strategies with often requires more adherence to structures that allow for consistent implementation while providing operational flexibility and responsiveness.

A governing board is the traditional style many think of when referring to board service. A governing board oversees the strategic direction of the organization and monitors operations from a distance. These board members typically operate under 2- or 3-year term limits to foster the turnover of members and ideas. This board is strictly distinct from a working board as it is a board over governance and NOT management. The outcomes of their decisions and votes are used to guide the actions of the chief executive and their staff.

Either way, both sets of board members carry both fiscal and fiduciary responsibility for the organization. What exactly does this mean? Board members are responsible for balancing the budget, reducing debt, and ensuring that the organization is not spending more than it is taking in. Additionally, board members have a legal and ethical obligation to act in the best interest of the organization, putting the interests of the overall organization ahead of their own.

Still ready to make the commitment? Do your research.
This information is not presented to scare anyone out of board involvement and participation but to give an overview of the true importance and responsibilities of a board of directors. If you’ve been asked to join a board, it is likely because you have the talents and skills, as well as perspective and qualities needed by the organization. Take time to research the mission and impact of the organization carefully and thoughtfully by reviewing the board bylaws, committee structures, and current strategic plan. Review the most recent board development plan and board roster to ensure that they are realistic goals. And finally, be sure to fully understand the financial and time commitments required for board members to help bring the mission to life.

Board and staff members are some of the most powerful and impactful resources nonprofit organizations have. Understanding how much responsibility and influence you have as a board member can make all the difference in the world.

Dec 11

How nonprofit leaders treat burnout with belonging

By Sponsor Insight

by Barnes Dennig

During the recent 22nd annual Non-profit Leadership Summit, Alida Miranda-Wolff, CEO and founder of Ethos, gave insights about how nonprofit leaders can treat burnout with belonging. The summit was hosted by Barnes Dennig in conjunction with the Leadership Council for Nonprofits, and the Association for Fundraising Professionals with numerous sponsors: the Better Business Bureau, Chase Bank, Fifth Third Bank, Anne M. Maxfield LLC, Bricker Graydon, Eagle Bank Charitable Foundation, First Financial Bank, PNC Bank, and The Yunker Group.

Miranda-Wolff’s keynote presentation addressed ready-to-use tools for organizations, understanding your relationship with power, how to use that power responsibly, and how to share that power. She also presented a real-life example of what can help to create conditions for everyone to thrive at work.

Understanding organizational bias

Some of the most pressing obstacles and biases that non-profit organizations face include:

  • Race and ethnicity bias
  • Structural bias
  • Pay inequality
  • Decreased individual contributions
  • Balancing a remote/in-office workspace
  • Employee shortages
  • Increasing loneliness among employees in the workplace

To start addressing some of these issues, Miranda-Wolff recommends making sure that organization leaders and individuals understand the definition of belonging and the different types of belonging, including: self, foundation, group, societal. Each concept has a unique definition and can carry a different meaning or importance to each individual. Realizing the differences between each and understanding how to interact with everyone’s sense of self is critical to building a culture of belonging.

The relationship between stress and burnout

Some of the components that can lead to burnout are:

  • Exhaustion, or constantly feeling drained of energy due to overextension
  • Depersonalization, or the feeling those you are meant to serve are more problems than those you are meant to help
  • Lack of personal accomplishment, or feeling your work accomplishes or contributes nothing

It is important for everyone to recognize some stress is good. Similar to how exercising muscles can build strength, stress can lead to motivation, growth, building, and feeling satisfied. However, too much stress can lead to feeling tired all the time, exhaustion, anxiety, panic, anger, and in the worst case, a breakdown.
Treating burnout with belonging

Some recommendations to treat burnout with belonging include:

Understanding generational differences: Baby boomers, Generation X, Millennials, and Generation Z are all represented in the workforce. Different generations have different needs and expectations from their work, including feedback style, social rewards, and public versus private recognition. Understanding these differences can help an organization improve employees’ sense of belonging.

Understanding generational commonality: Just as important as recognizing differences, an organization should understand and leverage similarities, such as: levels of financial security, creating a dignified job experience, establishing purpose and meaningful work, how each generation experiences learning, and the types of growth opportunities each generation looks for.

Create belonging through the 3 R’s

  • Relationships
    • Checking-in versus checking-on
    • Creating social space where employees can connect and relax as a group
  • Resources
    • Establishing maximum hours
    • Training employees on the code of conduct and opportunities
  • Reciprocity
    • Building a team environment that supports helping out everyone
    • Institute community organization services

Additional Resources

Download the slides and worksheet, watch the recording, and learn more about Alida Miranda-Wolff here.

Barnes Dennig’s latest Non-Profit Compensation & Benefits Benchmarking Report, which features information and insights from non-profits of all sizes across our region outlines the latest trends in benefits, what various positions pay, and how non-profits are attracting and retaining talent in a tough market.

Other resources include the Non-Profit Toolkit, packed with resources to help your organization thrive, a video overview of Form 990 – and how to use it to tell your story and attract donors and grantors.

Dec 04

New study: Nonprofits are a silent yet powerful economic engine in our community

By Sponsor Insight

by Fred Payne, president and CEO, United Way of Central Indiana

In the human services sector, we are well-versed in the language of impact. Our missions drive us to help make a considerable difference in the lives of our residents, families, and neighbors. We recognize our local needs and proudly answer the call to serve.

We know the impact that can be made for people. Now, how about the impact we can make on our economy? It’s a question nonprofits rarely ask.

Upon my arrival to United Way of Central Indiana in 2022, I began to wonder about our sector’s role in our local economy. United Way deploys millions of dollars every year into community organizations. Could we identify what effect those investments have on job creation, employee compensation and overall spending? You know, the buzzwords that economists and elected officials love to hear.

Thanks to our partners at the Indiana Business Research Center (IBRC) at Indiana University, we have, for the first time, an economic impact picture of United Way’s investments to more than 300 community partners across Central Indiana.

In the recently released report, “United Way of Central Indiana’s Economic Impact,” you’ll find details of the secondary effect of United Way’s grants in the region over the last two and a half years. The biggest takeaway for me, especially as an unapologetic economics “nerd,” is our sector’s $1.5 billion impact to the region’s gross domestic product from 2020-2023. Yes, I said the b-word. Billion.

As Matt Kinghorn with the IBRC said: “Every dollar invested in United Way is getting multiplied across the region.” Simply put, when United Way can deploy grants to community organizations, those dollars don’t just help our neighbors in need. They ripple to hiring people and increasing local spending. The findings are an excellent reminder for all of us in the nonprofit industry: Alongside our meaningful work to help people live the lives they are capable of living, we provide a meaningful boost to our local economy.

The nonprofit human services sector is a silent yet powerful economic engine. With this new study, I’m proud to be a little less quiet about a sector that is both economically and socially impactful.

Download the full report

Nov 27

CAFE: Investing in the community through strategic partnerships

By Sponsor Insight, Uncategorized

by Melanie Priest, director of grants services, Hedges

Collaboration. Relationships. Connections. Alliances. According to Merriam Webster Dictionary, these are all words that are synonymous with partnerships. Strategic community partnerships in the nonprofit sector are the key to success for many reasons including:

  • Achieving greater programmatic impact;
  • Increasing visibility and awareness;
  • Diversifying staff skills and expertise;
  • Improving sustainability; and
  • Attaining additional resources such as increased volunteers and funding

In fact, of 1,192 grant makers surveyed by the Urban Institute, 69 percent reported that they actively encourage collaboration among grantees. Of those respondents, 42 percent indicated they often require partnerships as a condition for funding. Grant makers also indicated that strategic partnerships with clearly defined roles improve cooperation among agencies, leading to greater accountability, capacity building, and better program results (Mission Driven Strategies for Effective Nonprofit Program Development, Candid, 2020).

One Indianapolis nonprofit organization that has emerged as a leader in investing in the community by developing and engaging in strategic partnerships is the Community Alliance of the Far Eastside (CAFE).

CAFE has served as an anchor institution in Indianapolis’ Far Eastside neighborhood for the past 26 years. Guided in the last two years by CEO Kendra Nowell, the organization has widened and deepened its role, moving from a traditional community center to a community leader committed to building the long-term sustainability of the Far Eastside.

Sensing the organization had outgrown its previous vision and mission, CAFE’s board of directors and key staff engaged in a process in 2023 to review, reflect on, and revise its vision, mission, and values statements, concluding with new, adopted statements to guide the organization’s continued impact in the Far Eastside.

Through this process, CAFE casted a vision where the Far Eastside is an “inclusive, thriving, and safe community where people of all ages can live, learn, work, and play with a spirit of caring.” CAFE will achieve this vision through a mission that places a strong emphasis on partnerships. The updated mission is to “elevate quality of life within the Far Eastside by strengthening partnerships, maximizing resources, and empowering residents to achieve their highest potential through increased economic mobility, stability, and self-sufficiency.”

As a result of this new vision and mission, CAFE has leveraged its position as a pillar of the Far Eastside and focused attention on how to best invest and improve the Far Eastside community through partnerships. While CAFE has worked in the past 26 years to diligently to develop community collaborations, the shift to more strategic partnerships that truly advance the neighborhood has become evident in the following ways:

Delivering programs. CAFE collaborates with an array of local community organizations, apartment complexes, schools, and churches to provide direct services for clients in the areas of housing, legal services, immigration services, mentoring, employment readiness and skill building, early childhood education and childcare, health care services, and other basic needs. The number of partners is too long to list and ever evolving to meet clients’ needs however a few examples include Indianapolis Neighborhood Housing Partnership, IndyReads, Pathway Resource Center, Easterseals Crossroads, Indianapolis Neighborhood Resource Center, and the John H. Boner Center. In recent years, CAFE has also partnered with grassroots organizations such as and businesses such as Heart2Heart Counseling, The Ross Foundation, and J. Posley LLC which truly understand the community through lived experiences of the Far Eastside neighborhood and are able to deliver services with a focus on cultural competency.

Sharing space. CAFE partners with community organizations to rent space onsite at its facility. This provides clients with many services under one roof which is valuable in a neighborhood where residents often face transportation barriers. CAFE’s 56,000-square-foot facility houses its own comprehensive services along with programs provided by La Plaza, Family Development Services/Head Start, the Marion County Health Department’s WIC program, Finish Line Boys and Girls Club, the Damien Center, Marion County Sheriff’s Parole services, Indiana Department of Workforce Development’s Work One program, and Warren Township School’s Walker Career Center.

Convening and facilitating: CAFE also convenes and facilitates many groups that exist to advance a variety of community improvements and economic development projects that increase the vitality of the neighborhood. Groups and initiatives like the Far Eastside Community Council, Collective Impact Council, Apartment Managers Roundtable, and the Eastside Neighborhood Action and Community Team hold their meetings at CAFE’s facility and are instrumental in addressing needs related to education, employment access, crime, safety, and food access.

In the past two years, there have been increased opportunities for funding to elevate the quality of life while reducing violence and poverty for vulnerable populations who have experienced inequities for generations. The Central Indiana Community Foundation’s Elevation Grant and the Urban League’s Indianapolis African American Quality of Life Initiative are both opportunities that align with CAFE’s vision, mission, and strategic goals.

These revenue streams have enabled CAFE to embark on enhanced partnerships and invest in the Far Eastside community by working with community-based organizations. To date, CAFE has partnered with and invested in six organizations that have a spectrum of experience, capacity, and readiness to complete the requirements for the grant proposals as well as to manage significant funds. The organizations are Crown Community Development Corporation, The Kween Project, M.O.V.E., New Direction Church, Project Free University, and The Ross Foundation. CAFE worked with these organizations by:

Allocating resources. CAFE’s consultants work closely with the organizations to learn more about their programs, identify programmatic outcomes and impact, and develop budgets. As a result of this information exchange, comprehensive grant proposals are prepared and submitted on behalf of the organizations. The expenses for these services have been covered by CAFE.

Taking fiscal responsibility. Once the grants are awarded, CAFE’s staff works with the organizations on management of the grants. Managing the grants during periods of one or two years requires regular reporting, careful monitoring of how the funds are spent along with gathering the corresponding documentation, and data collection and analysis.

Building capacity. CAFE’s staff and consultants do not do the work for these organizations alone. It is because of true collaborations and significant input and effort from the organizations’ staff members that the partnerships have been a success. The funding has enabled the organizations to hire more staff, provide services to more clients, and make a deeper impact. The organizations have also learned how to manage grant funding. In fact, two of the organizations are now managing grant awards without CAFE as a fiscal agent and another is emerging and aspiring to get to this level.

CAFE’s partnerships with these agencies have provided the funding needed to significantly expand and enhance their programs, build organizational capacity, and achieve greater sustainability. These investments and collaborations are solutions that will contribute to increasing the quality of life and the vitality of the Far Eastside community for years to come.

Melanie Priest is passionate about making Indianapolis a great place to live, having strong connections in the community, and helping nonprofits share their stories of impact. For nearly 25 years, Melanie has worked closely with the Central Indiana philanthropic community to provide creative solutions to complex problems. As Director of Grants Services at Hedges since 2012, Melanie has secured hundreds of grant awards for dozens of Indianapolis nonprofit organizations to ensure they are able to advance their missions.

Sep 11

Accelerate your mission with an effective HR strategy

By Sponsor Insight

by Jeremy York, SHRM-SCP, SPHR, lead consultant and president

As many executives are aware, human resources (HR) is a vital function of any organization. An effective HR plan helps maintain a happy, inclusive, compliant, and effective workforce. If you want your organization to succeed, you must put into place strategies that allow your greatest asset — your people — to succeed.

For example, learning and development (L&D) can be critical in equipping employees with the skills they need to be effective in their roles — which, in turn, enhances employee engagement and business performance.

Employee benefits is another aspect of HR that needs to be regularly examined, especially as the needs and wants of today’s workforce evolve. Many organizations haven’t explored ways to adapt company benefits to the current workforce’s expectations.

At InvigorateHR, we understand how essential HR is for organizations to achieve their mission. Founded by Jeremy York in 2013, InvigorateHR is a human resource consulting firm that partners with its clients to develop solutions that are tailored for short-term and long-term success.

We work with a variety of nonprofit organizations, partnering with them on everyday people management strategies, compensation analyses, training, and one-off issues. As the world of work evolves, HR must as well.

Our approach is dynamic and our foundation rests in transparency and integrity. We are a forward-thinking company that sees the “big picture” which enables us to translate needs into tangible results.

And let’s be honest, today’s workforce challenges are tough. But we can be your strategic HR business partner and help you navigate through those tough workplace challenges.

About Jeremy York
With over 20 years of HR experience and leadership, Jeremy York has a profound understanding of the needs, wants, and challenges that organizations face. He has worked with and advised all levels of management on critical human resource strategy and business operations for both for-profit and non-profit organizations. He is an advocate for developing cultures that are socially responsible and that are diverse, equitable, and inclusive for people of all sectors of society and educating on the importance of emotional intelligence.

About InvigorateHR
InvigorateHR keeps at the forefront of the latest people management and development practices. Our services include People Consulting, Training and Development, Coaching, DiSC/Five Behaviors Assessments and Workshops, Talent Acquisition/Recruiting, Speaking Engagements, and Diversity, Equity, Inclusion, and Belonging (DEIB) Strategies. Please visit invigoratehr.com to learn more about our services.