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Aug 07

VIPS raises awareness by creating a community for its niche audience

By Sponsor Insight

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

As the communications coordinator for Visually Impaired Preschool Services (VIPS), Ashley Ross faces similar challenges as many nonprofit marketers.

For one, the Indianapolis-based organization has a niche targeted population — families of children who are blind or visually impaired. “Often people don’t know who we are until they need us,” Ross said.

Other hurdles include raising brand awareness without the resources of many larger for-profit and nonprofit organizations, and encouraging the larger public to support a nonprofit that may not resonate with their personal interests.

VIPS has been able to make inroads in addressing all of those challenges by developing one-on-one connections throughout the community.

“The best strategy we have is creating a culture and a community within our organization that believes in our mission so wholeheartedly that it seeps into our daily lives,” she said. “Social media and marketing campaigns are extremely effective, but an important aspect is the passion surrounding the mission. If you can get a group of people to fully believe in what you do, you’d be shocked at what can happen.”

VIPS intentionally seeks opportunities to encourage a person to develop personal connections to the organization’s mission, Ross said.

“Often people feel connected because they are a family member, teacher, or a friend of the families we serve,” she said. “Other times, we connect with them through volunteer groups from other organizations/companies. We foster these connections by always putting our mission first. We share impact stories, not only from the families we serve, but our staff, volunteers, and board members.

VIPS also prioritizes educating individuals about why it is important to support the organization — whether or not they have a connection to a child with vision challenges, Ross said.

“One of our main objectives in raising awareness for our organization is informing the community of not only who we are and what we do, but how the success of our mission impacts the greater community … how it directly impacts the individual reading or viewing our communications,” Ross said. “Just because they may never know someone that needs our services, does not mean what we do cannot not impact them.”

VIPS has a mission of providing early intervention to young children who are blind or visually impaired, including giving parents the tools and resources they need to be more effective in raising a blind child and teaching children skills that will help them compensate for their vision loss at a young age.

“Overall, our objective in raising awareness is to create a space and community for children who are blind or visually impaired to reach their highest potential, despite their loss of vision and often other disabilities,” she said.

Making a big impact with the resources you have

When working with limited resources as a nonprofit organization, Ross said, it is important for the team to recognize their limitations.

“We are a small but mighty team, and I believe this is mostly due to the fact that we know our limits and focus on what makes sense for our organization,” Ross said. “There are so many social media platforms out there right now that it’s easy to get overwhelmed. We have the most success when we focus on just a few platforms, and as our team grows, we can expand that reach.”

Ross also said a post-scheduling platform and Canva, a design platform, can be essential for a small communications team. “Putting out consistent content will raise your awareness,” she said. “Trends will come and go but staying consistent is key. It is also something I am still working on.”

“Canva is free to nonprofits and has become one of the most used programs in my daily work life,” Ross said. “I use it to make documents, forms, flyers, videos, social media posts, and more. Plus, you can order physical copies of your creations for a reasonable price and great quality. It does have its limits, but if you are a small team, it’s a game changer.”

Overall, Ross said, it is important to stay focused on your nonprofit’s mission.

“Marketing and social media is an ever-changing world,” Ross said. “There are so many trends, algorithms, brands, and people that look like they are doing a much better job than you. I get a lot of imposter syndrome thinking, ‘I could never make something like that,’ or ‘Why didn’t I think of that first?

“On top of it, being in the nonprofit sector, you can feel the expectation of ‘I need to do so much with so little,’ and ‘So many people are counting on me.’ This pressure is extremely high during online giving days,” Ross added. “But through all these thoughts and pressures, the thing I push for the most when it comes to our branding and messaging is keeping it genuine.”

Keep it personalized

Ross also stresses the importance of remaining true to the audience of the nonprofit.

“There is an actual person behind these words, graphics, and videos. If you start marketing the same way everyone else is, or branding the same way, no one feels very connected to your organization,” she said. “This is definitely not something I have perfected, but it’s something I keep in mind as I implement the organization’s campaigns and marketing efforts.”

Aug 07

Amina Pierson at Martindale Brightwood CDC shares the secret of the ICON loan program

By Sponsor Insight

At April’s Indy Lunch for Parks event, Amina Pierson pointed at a 10-foot indoor jungle-gym and told a colleague, “I want to try that!” When others nearby weren’t ready to join her, Pierson took on the challenge herself, smiling confidently when she accomplished her goal. Many in the field of community development will relate to her confidence — it is essentially required by the job. With four years under her belt as the executive director of Martindale Brightwood Community Development Corporation (CDC), it’s this drive to take on new challenges that continues to push Pierson forward.

Pierson said that working with Martindale Brightwood CDC in her previous banking-sector role is what put the organization on her radar. In her current role, she continues to prioritize affordable housing, business development, and education for the surrounding community. A recently completed project combined several of these priorities by integrating six new units of affordable housing with a new community garden space for shared events and education.

“It’s all part of the same village,” Pierson. “We’ve improved the ability of our neighbors to live in safe, stable housing while also offering community classes these past two summers on topics such as gardening, financial literacy, farming, prescription management, and even yoga.”

The Martindale Brightwood CDC applied for a loan at 4 percent simple interest through Citizens Energy Group’s Investment Collaboration on Neighborhoods (ICON) program to complete the housing project. Pierson describes it as the CDC’s first “holistic” project, combining multiple improvement elements, and enabled by a loan that can be used to attract other types of funding. Martindale Brightwood CDC will soon borrow ICON funds again for a new effort combining housing and a designated community room.

“On our projects, we use the ICON loan as the first funds in,” Pierson said. “With this demonstration of trust from Citizens Energy Group, other organizations see that our projects are dependable and worthy of additional grants and loans.”

Pierson also noted that the ICON loan application is well-written; it asks only for what program managers need to know to approve the loan and doesn’t overburden the applicant with numerous or extensive reporting requirements.

“It’s the best-kept secret that they’re not trying to keep secret! This loan program can really be a door-opener for CDCs who may not be ready for other types of funding. I also suggest that CDCs could use this loan when they’re in a rebuilding phase or leadership transition as a simple way to access funding.”

For Pierson, the reward comes when the neighborhood truly understands that the CDC is working for and with them. She says the fulfillment runs deeper than the numerous challenges. And the opportunity to be a turnaround organization — offering empowerment and equity to her community — is worth the effort.

About ICON

The ICON loan program can be a valuable resource for CDCs working to improve the lives of families and individuals through affordable housing and community development projects. The program’s low, simple interest rates make it an attractive financing option for CDCs that struggle to access traditional sources of funding. Previous partners have included Hawthorne Neighborhood; Hearts & Hands of Indiana; Local Initiatives Support Corp. (LISC) Indianapolis; and Mapleton Fall Creek Development Corporation. ICON’s redevelopment efforts are in keeping with the mission of Citizens Energy Group to enhance quality of life and economic development in the communities it serves.

More information is available at https://info.citizensenergygroup.com/community/icon.

Questions can be directed to ICON@citizensenergygroup.com.

Jul 24

Technology’s impact on work culture

By Sponsor Insight

Support your employees with the tools needed to success

by Cody Lents, partner, COVI, Inc.

An ideal philosophy on information technology can be broken down into three primary focuses:

Cybersecurity. Ensuring that you stay operational and survive crises.
Culture. Empowering your people to succeed daily.
Impact. Ensuring that daily activities lead to fulfilling your mission and delivering the best experience to your customers and communities.

Our focus, for now, will be on culture.

According to Microsoft CEO Satya Nadella, “Culture is the leading indicator of our future success.” Considering this, it is important to track and understand how IT solutions and operations impact your teams and individuals. A good IT partner will strategize around elevating your culture and maximizing your impact, just as they would budget for tech and security against hackers.

The most impactful areas to focus on include:

Hardware. Don’t spend a dollar to save a penny; invest in business-class quality and up-to-date (current generation) components.
Software. Ensure that they are configured to be intuitive and scalable.
Standardization. Standardize specific manufacturers, specs, and channels to provide emergency backup equipment and streamline IT operations, such as procurement and deployment procedures.

The following focuses on three areas, along with the top five positive attributes for each one.

Hardware

Having up-to-date computers can bring numerous benefits to employees, such as:

Increased productivity. Up-to-date computers are faster, more efficient, and equipped with the latest software and hardware capabilities, which enables employees to perform tasks more smoothly, ultimately reducing wait times and improving overall productivity. Faster processing speeds and improved multitasking abilities can help employees complete their work faster and more effectively.

Enhanced collaboration. Modern computers often come with advanced collaboration tools and software, such as cloud-based platforms and communication applications. These enable employees to collaborate seamlessly with colleagues, regardless of their physical location. Features like real-time document editing, video conferencing, and instant messaging facilitate better communication, teamwork, and information sharing among employees.

Improved security. Outdated computers are more susceptible to security threats due to the lack of essential software updates and security patches. Up-to-date computers, on the other hand, benefit from the latest security measures and protocols, protecting sensitive data and minimizing the risk of cyberattacks. Regular updates help ensure that employees can work in a secure digital environment, safeguarding both personal and company information.

Access to advanced software. Contemporary computers often have the capability to run resource-intensive applications and software. With up-to-date hardware specifications, employees can take advantage of the latest software tools, such as advanced design software, data analysis tools, and virtual reality applications. This empowers employees to perform complex tasks efficiently and unlocks new possibilities for innovation and creativity.

Better user experience. Updated computers offer improved user experiences through user-friendly interfaces, streamlined workflows, and enhanced performance. Employees can benefit from the latest features and functionalities that simplify their work processes, reducing frustration and increasing job satisfaction. A smooth and enjoyable user experience can have a positive impact on employee morale and overall job performance.

By keeping computers up to date, employers can provide their employees with the necessary tools and technology to thrive in their roles, leading to increased productivity, collaboration, security, and job satisfaction.

Software

Provision of exceptional software for employees can lead to several positive outcomes, such as:

Increased efficiency and productivity. Excellent software is designed to streamline workflows and automate repetitive tasks, leading to increased efficiency and productivity. It eliminates manual processes, reduces human errors, and allows employees to focus on higher-value activities. Customizable dashboards, intuitive interfaces, and efficient data management features contribute to a smoother workflow.

Enhanced collaboration and communication. Quality software often includes robust features that streamline employee communication. Shared document repositories, real-time editing capabilities, project management tools, and integrated messaging systems facilitate effective collaboration, even when team members are geographically dispersed. Improved communication leads to better teamwork, knowledge sharing, and decision-making.

Access to comprehensive data and insights. Excellent software often integrates data analytics and reporting functionalities, providing employees with access to comprehensive insights. This enables them to make data-driven decisions, identify trends, and monitor key performance indicators. Access to accurate and real-time data empowers employees to analyze information effectively, improve processes, and drive business growth.

Simplified and streamlined processes. High-quality software simplifies complex processes, eliminating unnecessary steps, reducing manual effort, and improving efficiency. By automating routine tasks, employees can better manage their workload through complex processes. This streamlining of processes not only saves time, but also minimizes errors, and enhances the overall user experience.

Scalability and adaptability. Excellent software is designed to scale with the organization’s growth and adapt to evolving business needs. It accommodates increasing workloads, supports additional users, and integrates with other systems. Scalable software ensures that employees can continue to perform their tasks efficiently without encountering limitations as the company expands or undergoes changes.

By providing employees with excellent software, organizations empower their workforce to work more efficiently, collaborate effectively, access critical data, simplify processes, and adapt to changing business requirements, contributing to improved productivity, streamlined operations, and a better employee experience.

Standardization

Standardizing computer hardware and IT processes Can result in a variety of positive for employees, such as:

Consistent user experience. Standardizing computer hardware and IT processes ensures that all employees have a consistent user experience across the organization. Regardless of their location or department, employees can expect a familiar interface, software configurations, and hardware capabilities. This consistency reduces confusion, minimizes the learning curve when transitioning between devices, and enables employees to focus on their work rather than adapting to different systems.

Improved technical support. Standardization simplifies technical support and troubleshooting processes. When hardware and IT processes are standardized, the IT team becomes well-versed in the specific configurations and issues related to the standardized setup. This allows for faster problem resolution and more efficient technical support for employees. It also enables the IT team to develop standardized solutions and documentation that can be easily accessed by employees.

Enhanced compatibility and integration. Standardizing computer hardware and IT processes ensures compatibility and seamless integration between different systems and software. When employees use standardized hardware and software configurations, it becomes easier to share files, collaborate, and integrate various tools.

Streamlined IT procurement and maintenance. Standardization simplifies the IT procurement and maintenance processes. By having a standardized set of hardware and IT processes, organizations can negotiate better deals with vendors, benefit from volume discounts, and reduce the time spent on selecting and configuring individual devices. Additionally, standardization makes it easier to manage software updates, security patches, and system maintenance, ensuring employees have access to reliable technology.

Increased security and data protection. Standardizing computer hardware and IT processes helps enhance security and data protection. With a standardized setup, security measures and protocols can be uniformly applied to all devices and systems, reducing the risk of vulnerabilities due to inconsistent security configurations. Further, standardized processes simplify enforcing data protection policies, implement backup and recovery procedures, and ensure compliance with regulatory requirements, safeguarding sensitive information.

All in all, the standardization of computer hardware and IT processes creates a more reliable and productive work environment for employees while enabling the IT team to operate more efficiently.

I’ll leave you with a brief note of caution as you pursue a better IT culture. A 2021 Gartner survey found that “60% of employees experience frustration with new software.” This translates to tech solutions beyond software, as well. So, expert evaluation is of the utmost importance before implementing anything new, and investing in high-touch professional services is worth the price tag when it comes to implementing them.

Jul 17

Prioritize partnerships to strengthen your nonprofit marketing strategy

By Feature

INHP marketing executive recommends collaboration to better connect with audiences

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

(Note: A recent study by the IU Lilly Family School of Philanthropy revealed that a significant number of Americans do not understand how their lives are impacted by nonprofits. During the months of July and August, the features in Not-for-profit News will focus on ways nonprofits can elevate their profiles in their communities as well as increase the public’s understanding of the nonprofit sector.)

For many Indianapolis residents, INHP is a familiar acronym for good reason. As an established nonprofit, the Indianapolis Neighborhood Housing Partnership has been working to increase affordable and sustainable housing for thousands of households since 1988.

Yet, even with that decades-long history, the organization relies on numerous marketing strategies and tools to increase awareness of INHP among potential beneficiaries, donors, and enterprise audiences, said Morgan Hoover, CFRE, vice president of philanthropy and marketing for INHP.

And the team also has found that establishing partnerships with other organizations is essential to expanding its reach, Hoover said. “Working with community partners is key,” she said.

By forming a partnership with La Plaza, for example, INHP has been able to reach individuals and families who may not realize resources are available to help them find housing. La Plaza is a nonprofit that supports Latino families in Central Indiana through educational programs, social services, and workforce development initiatives.

“We have a really strong partnership with La Plaza,” Hoover said. “Their customers may not know INHP, but their customers need INHP support and services. You must have trusted partners in the space that you’re operating, especially if you’re not known in that community. We’re reaching the consumers where they are,” she said.

When seeking out partnerships, Hoover said, it’s important to identify gaps in the populations that you’re trying to reach, and then ask the question, “How can we connect with what you are doing as the trusted resource in their community?”

Consistency also is essential in developing a successful marketing program, according to Hoover. INHP focuses on having a consistent message year-round to make sure they’re reaching their audiences. “You have to be out there letting clients know they can come to you for services, including those who may or may not know that they need them,” she said.

In addition to forming partnerships throughout its service areas, INHP utilizes a comprehensive suite of marketing services and strategies, including earned, paid, and owned channels as well as more traditional methods such as radio, billboards, digital advertising, community, events, sponsorships, testimonials, videos, and blogs, Hoover said.

“We continue to evolve as an organization,” said Hoover, noting that the team is continuously seeking areas to improve their core values continuous improvement.

“How do we always move the needle?” she said. “We don’t pretend that we’re relevant. We do the data and the research. We look at the analysis. We ask, ‘What are the barriers that led to people being denied for mortgage financing?’ ‘How are we helping families achieve that access?’ ‘What’s the identified barrier?’ ‘How are we positioned to serve and does that make sense in our wheelhouse?’”

The organization also continuously seek to understand how best to communicate to its varied audiences, including clients, donors, partners, and community stakeholders, Hoover said.

When asked about public perceptions of nonprofit, Hoover said people often focus on the tax status of the organization.

“We are a mission,” Hoover said. “We are a business producing a social mission. People have this lack of general understanding about what a nonprofit is. They may think of nonprofits in terms of a tax status — not a way of doing business.”

Jul 03

Nonprofits must prioritize marketing efforts

By Feature

The sector still has significant work to do to get its message across, IU philanthropy expert says

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

It’s no surprise that nonprofit organizations have struggled to gain the same brand recognition as their for-profit counterparts. With marketing budgets that traditionally far exceed those of nonprofits, many B2B and B2C companies are able to invest in marketing teams and strategies to elevate their brands.

But it wasn’t until the IU Lilly Family School of Philanthropy released a recent report did many industry leaders fully understand the impact of that investment gap, said Dr. Bill Stanczykiewicz, senior assistant dean of external relations and director of The Fund Raising School.

The report, What Americans Think About Philanthropy and Nonprofits, included several surprising findings, which the Not-for-profit News recently highlighted in the article “Do Nonprofits Have an Image Problem?” The survey revealed a general lack of understanding among the public about what defines a nonprofit. For example, when it came to philanthropic entities like foundations, donor-advised funds, and giving circles, a majority of survey respondents said that they had heard of them but were not familiar with them.

But most alarming, Stanczykiewicz said, was that only 5.4 percent of survey respondents said that they or someone in their immediate family has been helped by a nonprofit organization in the past year. “That caught the attention of all of us quite quickly,” he said.

With a significant number of people regularly interacting with various nonprofit organizations, including religious services, museums, theatrical productions, educational programs, and public hospitals, there appears to be a gap in understanding a basic definition of nonprofits, Stanczykiewicz said. Also, one out of every Americans work for a charitable organization.

While the survey didn’t capture the reasons behind these poll responses, Stanczykiewicz said that there may be numerous factors contributing to the public’s lack of knowledge about nonprofits.

“Nonprofits may be so effective in doing their jobs that we don’t know what life would be without them,” said Stanczykiewicz, comparing them to outstanding referees during a game.

“In most cases, if they’re making good calls, fans don’t really pay attention to them,” he said. “In the same way, nonprofits can be so effective in doing their jobs that we don’t know what life would be without them. We don’t always realize their impact.”

Another factor is that the nonprofit sector hasn’t traditionally done a great job of educating the community about the sector. “When people think of receiving services, they may think, ‘Well, I’ve never gone to a food pantry or received direct help from a medical clinic,” he said. “It raises the point that nonprofits have work to do to communicate that there’s so much more that the philanthropic sector does than provide services.”

Raising nonprofits’ profiles amid declining charitable giving

Misconceptions about nonprofit organizations, coupled with declining giving during the past 20 years — another statistic highlighted in the philanthropy report, should be a strong signal that nonprofits will need to prioritize educating the public about their mission and message in the coming years.

“Nonprofits have work to do to communicate the message there’s so much more to the philanthropic sector than “providing services,” he said. “There also is a lack of awareness. Most Americans just don’t seem to know who we are and what we do.”

Stanczykiewicz said nonprofits can consider numerous pathways to elevating their message and educating the public about the work they do — starting with encouraging their board members to actively lead in communicating the organization’s value.

Another challenge facing teams is the matter of budgeting for marketing. “Many nonprofits are focused on the resources needed for the programs, services, and materials,” he said. “Marketing may be something that ranks very low when it comes to the budget. It may not be in the budget at all.”

Community advocates and nonprofit supporters also may assume that everyone is equally passionate about their cause, such as eradicating food insecurity and homelessness, he said. “They might think, ‘Well, clearly everybody must be passionate about this cause so I don’t have to talk about it.”

Lack of confidence is yet another factor that may impede efforts to inform the public about the work of nonprofits. “At the Fund Raising School, we teach you to fundraise with pride. You should be very confident about the way you’re making a world a better place and, therefore, be very willing to talk about it.”

“With human behaviors, there’s usually not just one magic bullet explanation, but the study certainly does reveal we’ve got work to do to help more people become aware of who we are as a nonprofit sector and all that we do as a nonprofit. Sector,” he said.

Jun 26

Mental health is today’s workplace priority

By Feature, Mental Health

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

The impact of mental health challenges in the workplace is becoming increasingly clear.

According to a recent survey by the American Psychological Association, 59 percent of all employees surveyed reported experiencing negative impacts of work-related stress in the previous month. Another international report calculated the financial toll of depression, anxiety, and stress on the global economy at $1 trillion.

Other studies point to similar patterns related to mental health:

  • 92 percent of employees said they experienced mental health challenges that impacted their work. — 2022 Workplace Survey
  • 76 percent of U.S. employees reported at least one symptom of a mental health condition. — Mind Share Partners
  • 84 percent of employees said that their workplace conditions contributed to a least one mental health condition — Mind Share Partners

These trends prompted our team at Not-for-profit News to dedicate two months of our weekly features to the topic of mental health. As the U.S. Surgeon General recently indicated in a new report, we believe employers will increasingly be at the forefront of addressing the mental health needs of Americans.

We have compiled a list of resources and articles published in May and June to support your work toward supporting the health and well-being of you and your employees. You can regularly visit Focus on Mental Health as a reference.

Some of the leading articles in this two-month series included the following:

Is your nonprofit suffering the effects of secondary trauma?
9 steps toward staff ‘self-care’ policies
New certification program encourages Indiana employers to develop more robust mental health initiatives
Mental health: The new leadership imperative
How fundraisers can get off the road to exhaustion and burnout
Nonprofit ramps up efforts to address Indiana’s mental health crisis

Here is a summary of some initiatives your nonprofit can consider when developing a mental health strategy for the workplace:

  • Create a culture of mental health awareness and support. Educate employees about mental health, provide resources and support, and create a safe and supportive environment where employees feel comfortable talking about mental health.
  • Offer mental health benefits. Ensure employees have access to mental health care, such as counseling and therapy. Consider providing paid time off for mental health days as a benefit.
  • Promote healthy work-life balance. If you haven’t already done so, introduce flexible work arrangements, such as telecommuting and flextime, if possible. Also, encourage employees to take their designated breaks and vacation time.
  • Address workplace stress. Take the time to identify sources of workplace stress, such as long hours, unrealistic expectations, and lack of support.
  • Support employees with mental health conditions. Provide accommodations and support for employees who are struggling with mental health conditions. Different options can include providing a quiet place to work, allowing for flexible work hours, and providing access to mental health care.
Jun 19

An effective mental wellness strategy demands a diverse approach

By Feature

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

Facing high rates of absenteeism? Or low rates of employee engagement? If so, you may need to consider how well you’re addressing the mental health needs of your employees — especially in developing different approaches for various demographics, according to Jamie Bierman, SHRM-SCP, regional market director at HR Elements, a partner of VonLehman CPA & Advisory Firm.

Gen Z employees, who are just now entering the workforce, may require a significantly different mental wellness strategy than Millennials and employees nearing retirement, according to Bierman, who recently talked to attendees of a HR Nonprofit Peer Group webinar sponsored by Charitable Advisors.

As a result, human resource (HR) professionals and other workplace leaders need to consider how to strategically develop wellness programs based on the needs of various generations as well as cultural backgrounds, Bierman said.

“The workplace consists of all types of different generations and different types of people,” she said. “A mental health is not a one-size-fits-all strategy or solution.”

One of the reasons driving the need for a multi-faceted approach is that the COVID-19 pandemic further shed light on the complexities of mental wellness. Bierman said that many factors can contribute to an employee’s performance at work. For example, an employee may be facing additional stressors if they are in a caretaking role for a child or an elderly parent.

And with 19 percent of U.S. employees reporting that they are struggling with their mental health, nonprofit organizations and other business naturally will experience negative outcomes such as a decrease in employee engagement, Bierman said. Consequently, organizations will see a decrease in business profitability and overall business results, she noted.

“Having a well-being program at work is the new wellness focus that we need to have,” Bierman said. “We need to remember that work and life are not mutually exclusive. We need to help our employees thrive within their lives. If you have a really bad morning, you’re probably not going to walk into the workplace ready to do a good job.”

The pandemic represented a period of managing stress and the unexpected at higher levels. “As HR professionals, not only are we managing it for ourselves, but we’re also trying to figure out how to help all of those individuals — even though we don’t know exactly what’s going on in their lives,” she said.

Bierman highlighted numerous ways that HR professionals can be more effective in addressing the complexities of assisting employees with mental health programs.

Consider generational differences. Bierman said that differences emerge based upon the generation of the employee. For examples, younger employees — such as Gen Zs — are more likely to prioritize mental health. “During job interviews, these are the people who will ask questions like, ‘What mental health resources do you have?’ ‘How many additional PTO days do you provide for a mental health break?’” The needs of older employees — those in their 40s and 50s — may be significantly different because of their increased responsibilities, Bierman said. “This age group that was seeing the highest increases in stress, anxiety, and feelings of negativity in 2021,” she said. “Many of them are probably in high-ranking positions or are stepping into new leadership roles that are demanding and stressful.”

A third demographic that may be facing mental health challenges are those approaching retirement. “They’re probably stressed for different reasons. It may be because they haven’t been able to retire,” Bierman said. “They may be dealing with fear and anxiety, which will have an impact on their mental health.”

Address racial and ethnic disparities. There are racial and ethnic disparities when addressing the mental health crisis in general, Bierman said. Minority groups typically are impacted by mental stress at a higher level but they’re less likely to use these services, she noted. Reports reveal that Asian employees are 51 percent less likely to seek mental help treatment than their white counterparts. Those numbers are 25 percent less likely among Latinos and 21 percent less likely among Black employees. Less representation of minorities in the mental health field and cultural norms contribute to those varying numbers, Bierman said. Similar differences emerge for gender and sexual minorities, who also experience higher rates of poor mental health outcomes. “They’re going to suffer in silence because, from a cultural perspective, it’s not OK to seek mental health support,” Bierman said. Consequently, HR professionals must build connections, relationships, and trust among minority and underrepresented groups, she said.

Regularly promote employee assistance services. One effective way of addressing mental health, Bierman said, is to promote the company’s employee assistance program (EAP) throughout the year — not just during the onboarding process.

“We often enroll employees and then walk away,” she said. “In many cases, when we talk about EAP, we’re focused on promoting the counseling aspects of it. But a lot of EAP programs can help an employee access resources in their community.”

These can include helping an employee find daycare for a child or adult care for an aging parent or helping them with financial challenges.

“Instead of talking about the EAP only during open enrollment and during the health care portion of your benefit presentation, you can regularly talk about EAP in a weekly news blast or in text message reminders to employees,” she said.

Mental Health for a diverse organization webinar replay. One size doesn’t fit all when it comes to the subject of mental health in a diverse workforce. This interactive discussion outlines tips and strategies organizations can take to address the topic of mental health and wellness in a multi-generational workplace. Presented by Nonprofit HR Peer Group. Watch replay

Jun 19

Anti-racism: The unspoken word every organization should be talking about

By Sponsor Insight

By Tashi Copeland, marketing and communications manager, CICF

While diversity, equity, and inclusion have become commonplace in companies’ town halls and “About Us” sections, there’s still a word that many are shying away from — anti-racism.

According to The Center for Study of Social Policy and Racial Equity Tools, anti-racism is the active process of identifying and challenging racism by changing systems, organizational structures, policies, practices, and attitudes to redistribute power equitably. By omitting anti-racism from the conversation, organizations find themselves in patterns of passive awareness of equity issues without honestly confronting the reality of systemic racism, acknowledging how they contribute to it and changing their behavior to actively create an equitable society.

So maybe you’re thinking to yourself—wow, that sounds extremely challenging. And honestly, it is. Because our racist systems were built on more than 400 years of oppression, understandably, it will take time to dismantle them. However, The Indianapolis Foundation has created a tool to move you and your organization into the space of anti-racism work. It’s called the Movement of 10,000 (MVMT10K).

What is MVMT10K?
MVMT10K is a digital tool designed as both a website and a mobile app with the goal of educating individuals in Central Indiana and beyond about the history of racism, its present implications, and methods to make constructive change against systemic racism. It is a continuous, adaptive curriculum that invites our community to continue learning.

Kayla Knox, researcher and sociologist, serves as the platform’s project manager and an equitable initiatives officer for The Indianapolis Foundation. Along with her efforts, many of the tools The Indianapolis Foundation and its collaborative partners have used to contribute to a more equitable and anti-racist institution support the MVMT10K.

Learning objective #1: Recognize that anti-racism work benefits EVERYONE
Everyone is negatively impacted by systemic racism. Deeply racialized systems are costly and depress outcomes for all populations. Challenging and changing these systems benefits us all. The Curb-Cut Effect has shown us that changes initially designed for a specific group of people spread out to help the vast majority. A commitment to an anti-racist community allows for more authentic relationships, space for innovation, abundance, joy and economic development. The Movement of 10,000 can be your entry point to that commitment.

What to expect
Once you sign up for the platform, you’ll agree to the rules of engagement. These guidelines are a commitment to own the space and responsibility for collective engagement that’s both respectful and insightful — allowing for reflection, learning and unlearning.

Guidelines include:

  • Get comfortable with being uncomfortable.
  • Respect and listen to others’ lived experiences and respect different levels of awareness.
  • Speak from your own experience instead of generalizing (“I” instead of “they, “we” and “you.”)
  • Take risks, make mistakes and keep going and growing with the movement.

After setting up your profile, you’ll take a self-assessment. There are no right or wrong answers. The assessment allows you to recognize where you are on your learning journey, and you can retake it along your way to gauge where your understanding has shifted and how you feel about your role in building a more equitable community for all. You’ll then be able to dive into the initial learning pathway.

The pathway gives users — or Movers — a solid foundation for the road ahead, resources to protect their mental well-being and a shared vocabulary to make courageous conversations a little easier.

Tools to start the conversation
Whether you’re leading your organization’s equity work or an individual who wants to see some change in your organization, the thought of having a conversation around race might seem daunting. That’s why The Indianapolis Foundation team, in partnership with trained facilitators, experienced educators and current students, created the Movement of 10,000 facilitation guide. The guide is for anyone interested in facilitating group conversations using the resources uplifted by MVMT10K to inspire reflective learning about themes relating to anti-racism. It’s meant to direct your conversations and empower you and others to bring members of your staff or community together. We recognize that this is just a starting point.

Anti-racism isn’t just a moment
Even after you joined the Movement of 10,000 and went through the learning pathways, recognize that the work is not done. Awareness should eventually evolve into action—or Works of Equity. If you and your organization are genuinely going to have anti-racism implanted into your DNA, you must continue on the learning journey—the app is just an entry point.

Continuously evaluate your organization’s policies. Recognize your privilege. Assess where you’re at on your equity journey and where you still need to go further. As Pamela Ross, vice president of community leadership and equitable initiatives for The Indianapolis Foundation, says, “anti-racism cannot be just a moment. It must become a state of being.”

So, what are you waiting for? Join the movement today.

Jun 05

Nonprofit ramps up efforts to address Indiana’s mental health crisis

By Feature, Mental Health

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

When it comes to addressing mental health, Indiana has statistically lagged behind other states. Based on an often cited 2021 report by the National Alliance on Mental Illness, the state ranked 42nd in addressing mental health among Indiana.

Some of the statistics underlying that ranking tell a more comprehensive story:

  • Nearly 40 percent of adults in Indiana reported symptoms of anxiety or depression, but 19 percent were unable to access counseling or therapy.
  • Nearly 1.3 million Hoosier adults report they have a mental health condition.
  • More than 4.4 million of Indiana residents live in a community that does not have enough mental health professionals.
  • Of the 345,000 adults in Indiana who did not receive needed mental health care, 37.4 percent cited it was because of cost.

These mental health conditions can be traced to the lingering impact of COVID-19, according to Paul Conrad, director of training and development for ASPIN, a nonprofit that has launched a Reduce the Stigma initiative to train more certified community health workers (CHW) to bridge the gap between mental health needs and available support services.

Even as day-to-day activities normalize, the extended periods of social isolation and prolonged fear people experienced during the pandemic are manifesting in increasing cases of mental health challenges.

“We hear across the board that COVID was rough,” he said. “But it was worse than a lot of people realized until we started talking about it and it became part of the national conversation.”

ASPIN recently received $100,000 to support the development of webinar training on various topics, including outreach efforts to support mental health initiatives among marginalized communities, including African American, Hispanic, and Indigenous people. The first session, scheduled for June 26, focuses on reducing the stigma of mental illness among African American men.

While the training supports the ongoing development of CHWs, it also is open to the general public to gain insights, said Julia Holloway, director of program development for ASPIN. Holloway said the online training can provide insights that support a better understanding of cultural differences among different populations. 

“Our community health worker training can help anyone gain a better understanding of how to engage with your clients or your customers,” she said. “The more you can understand the particular cultural differences in the population that you’re dealing with, particularly if you’re not from that population, that can be valuable for any nonprofit leader.

In Indiana, nearly 70 percent of community health workers are white, compared to 9 percent African American and 5 percent Hispanic or Latino, according to a 2020 needs assessment report issued by Purdue University.

ASPIN also focuses on related challenges to gaining mental health support, including lack of health insurance.

“We know with any health equity challenges or mental health, all the things that we strive to work on, really comes down to health insurance,” Holloway said. “You’re not able to access services if you don’t have good health insurance.”

ASPIN’s team is concerned that an increasing number of Hoosiers who are in need of mental health services will no longer be able to access them as grace periods for obtaining Medicaid and other governmental support at certain income levels expire.ASPIN has trained more than 1,800 community health workers since it was founded nearly 30 years ago. Anyone interested in applying for certification as a CHW, can visit the organization’s website.

May 15

New certification program encourages Indiana employers to develop more robust mental health initiatives

By Feature, Mental Health

Executive for Mental Health of America of Indiana discusses recent developments in efforts to advocate for mental wellness

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

With the recent approval of a $100 million Senate bill, Indiana is making inroads in providing much needed mental health resources to residents. But the funds still fall significantly short of what’s needed to address the state’s mental health needs, according to Stephanie Anderson, chief operating officer of Mental Health America of Indiana.

Anderson, who has been among the advocates championing for more attention to the state’s mental health needs, noted that Indiana continues to rank among the last in the nation when it comes to providing adequate mental health services to residents. Currently, Indiana ranks 42nd in the nation when it comes to mental health, according to the State of Mental Health in America 2023 report.

Anderson said the mental health bill is unprecedented in addressing mental health at this level in Indiana, but it has its limitations because of the two-year period of coverage. “For the caucus to consider mental health their No. 1 priority is a huge deal,” she said. “We have mixed emotions about it. I’m glad we’re paying attention to it and glad we passed the bill, but the funds do not support a sustainable program.”

Mental Health America is among the nonprofit organizations targeting gaps in mental health awareness and resources through various educational programs, toolkits, research, and advocacy. One of its most recent initiatives is the Bell Seal for Mental Health certification program, which encourages employers to develop more robust mental health programs in the workplace.

The concept of the Bell Seal certification predates the pandemic, Anderson said.

“The original thought behind it was multifaceted,” she said. “MHA national was really hoping to highlight organizations that are doing right by their employees in terms of mental health and supporting mental health from several different angles.”

The designation also provides a resource or technical assistance for employers that want to do more, said Anderson, who noted that since the program is fairly new, many employers, including those in Indiana, are unaware of the certification.

“We’ve been discussing ways to bring it to Indiana on a bigger level, including adding it as an invaluable resource to Indiana employers,” she said. “This recent session was huge for mental health, and we need to keep that momentum going.”

Insights from Bell Seal recipients

As part of the annual, national Bell Seal certification process, employers seeking to be recognized for creating mentally healthy workplaces undergo a comprehensive 58-criteria application. The process requires teams to evaluate organizational policies and practices that improve employee mental health outcomes, including workplace culture, benefits, compliance, and wellness programs. 

Of the 92 recipients of the 2022 Bell Seal certification, 20 percent represented the nonprofit sector, the second largest group of recipients. Healthcare organizations represented the leading group of recipients at 28 percent.

Some areas that the Bell Seal recipients focused on as part of their efforts to support the mental wellness of their employees included the following:

  • Increased or improved mental health benefits and additional resource support.
  • Provided full coverage of mental health counseling visits, regardless of provider or network
  • Covered in- and out-of-network benefits at the same co-pay or co-insurance rates
  • Implemented $0 co-pay for unlimited mental health therapy sessions
  • Reimbursed 50% of mental health therapy session costs
  • Increased telehealth options
  • Increased number of EAP sessions to 6, 10, or 12 counseling sessions
  • Offered a free virtual 1:1 counseling program
  • Evaluated compensation equity and role structure.
  • Increased compensation transparency and equity
  • Increased minimum wage to reflect the current costs of living
  • Restructured roles to fit employees’ needs
  • Implemented permanent flexible work schedules and enhanced leave policies.
  • Implemented a permanent hybrid work environment
  • Offered paid family leave to care for family members with health conditions
  • Implemented floating and organization-wide “Mental Health Days”
  • Suggested “No Meeting Wednesdays” to focus on other work responsibilities
  • Suggested two-hour blocks on calendars for no meetings
  • Designated a team or individual to identify and address mental health concerns in the workplace.
  • Educated new employees about mental health benefits and support during orientation or onboarding processes.
  • Provided mental health training for supervisors or employees. According to MHA’s 2022 Mind the Workplace report findings, only 46% of companies provide mental health training. 

Employers who are interested in the program can review a pre-assessment tool to determine their preliminary level of recognition before moving forward with the full application. Of the 266 employers that completed the pre-assessment, 42 percent did not meet the qualifications for Bell Seal certification, and 58 percent fell in one of the four recognition levels: bronze, silver, gold, and platinum. 

Anderson noted that many Indiana employers may already have the qualifications to gain Bell Seal certification. “A lot of companies within Indiana are doing great things. They’re just not being highlighted at this point,” she said.

The Bell Seal certification can be effective in attracting and retaining employees in a highly competitive job market, Anderson said.

“The Indiana Chamber of Commerce has made it no secret that employers in general are saying that mental health or substance use disorders are among the leading barriers to a sustainable workforce,” she said. “In the nonprofit world, we struggle even more to compete with for-profit businesses in offering an equitable salary and benefits.” 

Future of mental wellness in Indiana

Anderson said she envisions advocates will continue efforts to restructure the mental health system in Indiana in the coming years. “We know we’re ranked 42nd in the United States, which is not a good number to be in terms of access and quality mental health care,” she said. “We have a system that has been largely untouched since the 1960s when President Kennedy signed into law the establishment of community mental health centers.”

She noted concerns remain because recommendations from the Behavioral Health Commission was for much greater and sustainable funding than what was provided by the $100 million under Senate Bill 1. 

“We’re thankful for the funding that was given and we know there will be supplemented with federal funds,” she said. “However, that doesn’t solve our problems after two years. Advocates will band together to figure out what would be an acceptable sustainable funding source, such as a cell phone surcharge, which is how we fund 911, or alcohol or tobacco taxes because they directly correlate with mental health.

“The ultimate goal is that we get our mental health system restructured so that people are sent to appropriate places for treatment for mental illness or substance use disorder as opposed to jail or the morgue,” Anderson said. “We’ve made some really great strides in this state. We have a long way to go but the momentum is good. I hope we can keep moving forward.”