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‘The end of poverty is something to stand for’: Matthew Desmond urges audience to become ‘poverty abolitionists’

By Sponsor Insight

During United Way of Central Indiana event, author of “Evicted” says we’re doing a terrible job of connecting impoverished people with available resources

Growing up, Matthew Desmond’s family didn’t have a lot of money. His family’s gas got shut off all the time. The bank took their house. Seeing how his family was stressed by poverty drove Desmond to understand its dynamics and consequences. He has spent much of his life reporting and researching it.

“But even after all that, I felt I didn’t have this answer for: Why? Why is there so much poverty in America?” Desmond told a crowd of nearly 500 people during a recent event presented by the United Way of Central Indiana, alongside Glick Philanthropies, Indianapolis Neighborhood Housing Partnership and The Mind Trust.

“(Poverty’s) persistence in American life means that millions of families are denied safety and security and dignity in one of the richest nations in the history of the world. Why?” Desmond asked during his talk at the Indiana State Museum.

Desmond, the Pulitzer Prize-winning author of “Evicted,” said he sought to answer that question, which became the topic of his latest book released in March 2023, “Poverty, by America.”

United Way seeks to serve those living in or near poverty in the region. According to a new report released by United Way in April, more than 36 percent of Central Indiana households were either in poverty in 2021 or considered ALICE, an acronym for Asset Limited, Income Constrained, Employed, ALICE households earn above the Federal Poverty Level but not enough to afford a basic household budget.

That’s more than 244,400 households — more than one of three Central Indiana households. The number of households in this category has increased 11 percent since 2018, according to United Way data.

During his speech, Desmond, who also is a sociology professor at Princeton University and the principal investigator of The Eviction Lab, painted a picture of the landscape of American poverty: A third of U.S. households make $55,000 or less. More than 38 million Americans can’t afford basic necessities. If America’s poor founded a country, it would have a bigger population than Australia, he said.

While some have suggested there’s nothing to be done, that government programs don’t work, Desmond said that’s not true. Evidence shows programs such as housing assistance and food stamps are essential and effective — and anti-poverty spending has grown over the last several decades, he said. This makes America’s “stalled progress” on poverty even more baffling, as poverty has persisted despite an increase in federal relief.

Desmond offered several explanations for why poverty endures.

First, a “fair amount” of government aid earmarked for the poor never gets to them. Desmond said roughly 7 million people who could receive the Earned Income Tax Credit don’t, passing on $17 billion a year, for example.

“This is a picture of us doing a terrible job of connecting families to programs that they need and deserve,” he said.

The poor are exploited in the labor, housing and financial markets, Desmond said. Wages are falling and unions are weak in today’s labor market. Since 1985, rent prices have exceeded incomes by 325 percent, and every year poor Americans pay billions of dollars in overdraft fees, check cashing fees, and fees from payday loans. A hard pill to swallow, he said: Not only corporations but consumers, those invested directly or indirectly in the stock market, many homeowners and even those with free checking accounts all benefit from the exploitation of the poor.

Desmond argued the United States does more to subsidize affluence in American than to fight poverty. When considering all government spending from tax benefits to programs, he said, data shows that households in the bottom 20 percent — the poorest families — get about $26,000 a year from the government. By comparison, the richest ones — the top 20 percent — receive about $35,000 from the government.

“We give the most to those who have plenty already and then we have the audacity … to fabricate stories about poor people’s dependency on the government and shoot down proposals to reduce hardship because they would cost too much,” Desmond said.

“… There’s so much poverty here, not in spite of our wealth, but because of it.”
Affluent Americans also create poverty by building walls around prosperous communities, using municipal zoning ordinances to keep affordable housing out of their backyards, he said. It creates concentrated poverty.

Different anti-poverty investments are needed to fix the problem, not just deeper ones, Desmond said. He argued we need to create public policies that disrupt poverty and address exploitation by empowering the poor.

He suggested addressing labor exploitation, for example, by promoting worker empowerment and supporting the unionization of entire sectors as a way to level the playing field.

As for housing, Desmond said more can be done to expand the public housing infrastructure, to provide a path to homeownership for low-income families and to invest in community land trusts so tenants can build permanent, affordable housing.

He said we can end segregation of the poor by replacing exclusionary zoning policies with inclusionary ones — removing walls.

Desmond said the philanthropic sector has a role to play, too: Nonprofits can shift the conversation about poverty and advocate for more robust policy action.

Ending poverty requires all of us to become “poverty abolitionists,” he said.

“… The best hope we have of ending poverty is to bind ourselves together and demand this of our country. A mass movement for economic justice is necessary and a mass movement stirs,” Desmond said. “… The end of poverty is something to stand for.”

Is your nonprofit suffering the effects of secondary trauma?

By Feature, Mental Health

Local nonprofit leader stresses the importance of understanding mental wellness among employees

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

“Burnout.” “Compassion fatigue.” “Secondary traumatic stress.” “Vicarious trauma.” More than likely, you’re somewhat familiar with these terms, especially if you work or volunteer for an organization that supports individuals struggling with addiction, abuse, unemployment, food insecurity, homelessness, damaged relationships, or grief.

In the aftermath of the COVID-19 pandemic outbreak, the term “burnout,” in particular, gained increased attention as nonprofits disproportionately face an exodus of employees, along with an increased demand for services.

However, many people are using the terms interchangeably — which can make organizations vulnerable to other ways that various mental health conditions among their employees can undermine their mission, according to Dr. Cara Berg Raunick, the director of clinical quality at Health Care Education and Training (HCET), a nonprofit organization based in Indianapolis. Berg Raunick also is a former sexual assault nurse examiner (SANE) consultant for the Indiana Coalition to End Sexual Assault and Human Trafficking.

As leaders seek to support mental health programs, it’s important to gain a deeper understanding of each of the conditions and how they can impact an employee differently and, as a result, the organization, said Berg Raunick, who conducted extensive doctoral research on the vicarious trauma experienced among sexual assault nurse examiners.

Berg Raunick said the focus on “burnout” as a concept can be related to its perceived connection to a high voluntary turnover rate in the workforce. According to Nonprofit PR, 45 percent of nonprofit employees surveyed said that they would be seeking new employment by 2025 — which could further exacerbate disproportionately high voluntary turnover rates in the nonprofit sector.

While those concerns can be legitimate from an institutional and workforce perspective, employers also need to address the various types of secondary trauma that nonprofit and healthcare workers often face, Berg Raunick said.

“Burnout can be the easiest one to figure out why it matters,” she said. “People quit when they experience burnout, which can cost us money in training time, staff deficits, and a loss of institutional knowledge and expertise. However, unlike secondary trauma, burnout isn’t strictly trauma related. It can be caused by any challenging work scenario.

“While it certainly can be linked to working with folks who have experienced trauma, it’s important to recognize that people who experience any kind of secondary trauma have an increased risk of burnout,” she added.

In many cases, symptoms of secondary trauma — which is an umbrella term that describes what happens to people who are peripherally impacted by another person’s direct trauma — amy not be readily addressed in the workplace because they may appear to only impact the employee, Berg Raunick said.

Yet, secondary trauma can result in disconnected employees who are ineffective in supporting the organization’s mission, she noted.  According to the U.S. Department of Health and Human Services, symptoms of secondary trauma can include isolation, depression, anxiety, physical ailments, disassociation.

Berg Raunick stressed the importance of recognizing and addressing secondary trauma symptoms among employees — both to support employees’ overall well-being and the organization’s mission.

“In nonprofit and healthcare environments, working as a unit and supporting each other matters immensely,” she said. “It can lead to a decreased connection to patients, clients, and other team members.

“We’re losing a lot of our leaders over time to burnout,” she added. “But those who are staying may be disconnecting and losing their ability to have compassion and empathy. There’s a prevailing attitude that we should be strong, and we should be able to just carry on. We must approach not only our patients and clients and from a trauma-informed lens, but our workforce as well.”

Addressing secondary trauma in the workplace

Based on Berg Raunick’s research on vicarious trauma, which includes cognitive changes that occur with prolonged exposure to trauma, employees supporting traumatized people are likely to experience the highest levels of detrimental effects if they also have a personal history of trauma. 

However, as the research revealed, nurses without a personal history of sexual trauma but who examined sexual assault victims scored similarly in cognitive changes as obstetrics nurses who did have a personal history of sexual trauma — but did not work with sexual trauma victims in their roles. 

It’s important to create trauma-informed organizations and practices, including opportunities for self-care, in the workplace without setting the expectation that lack of resilience is a personal failure, said Berg Raunick.

“A huge part of it is learning about it, prioritizing it, and trying to create space to address it,” she said. “In some ways COVID taught us the importance of addressing it. We experienced immense trauma on so many levels, and the world slowed down for a bit.” 

Since there are many terms that have been associated with secondary trauma, understanding of the differences among them can be confusing, she noted.

“For example, compassion fatigue originated as a less stigmatized term for secondary traumatic stress, but now it is defined as a combination of secondary traumatic stress and burnout,” she said. “Compassion fatigue (as a description) makes a lot of intuitive sense. When we say compassion fatigue to someone, anyone who does any caring or any work in nonprofits, health care, or education, intuitively understands what that means.”

“With vicarious trauma, the changes aren’t pathologic,” she said. “They are normal and expected with this type of work. But while the changes themselves are normal, the effects can be harmful. We need to stress, ‘There’s nothing wrong with you. This isn’t a deficit if you’re experiencing this.”

Employers also should consider increasing awareness around the varying secondary trauma concepts as part of the onboarding process and continual employee engagement, Berg Raunick said. “By nature, most people who head into these kinds of fields have great resilience,” she said. “But it’s important to create trauma-informed organizations and practices, including opportunities for self-care, without setting the expectation that lack of resilience is a personal failure.

“A huge part of it is learning about it, prioritizing it, and trying to create space to address it,” she added. “In some ways COVID taught us the importance of addressing it. We experienced immense trauma on so many levels, and the world slowed down for a bit so that we can focus on it.”  

Ideas for practicing self-care

According to the Substance Abuse and Mental Health Services Administration (SAMHSA), self-care tips to prevent and mitigate the impact of secondary trauma, such as those experienced by teams responding to a natural disaster.

  • Focus on the four core components of resilience: adequate sleep, good nutrition, regular physical activity, and active relaxation (e.g., yoga or meditation).
  • Get enough sleep or at least rest. This is of great importance, as it affects all other aspects of your work—your physical strength, your decision making, your temperament.
  • Drink enough fluids to stay hydrated and eat the best quality food that you can access.
  • Complete basic hygiene tasks like combing your hair, brushing your teeth, and changing clothes when possible. Wearing clean clothes can make you feel better.
  • Try to wash up, even just your hands and face, after you leave your work shift. Think of it as a symbolic “washing away” of the hardness of the day.
  • Make time to learn about the people with whom you work. Taking time for conversations will help foster feelings of positive regard toward yourself and others.
  • Engage with your fellow workers to celebrate successes and mourn sorrows as a group.
  • Take time to be alone so you can think, meditate, and rest.
  • Practice your spiritual beliefs or reach out to a faith leader for support.
  • Take time away from the work when possible. Removing yourself from the disaster area can help you remember that not every place is so troubled.
  • Try to find things to look forward to.
  • Communicate with friends and family as best you can. If you do not have Internet or cell phone access or ways to mail letters, write to loved ones anyway and send the letters later.
  • Create individual ceremonies or rituals. For example, write down something that bothers you and then burn it as a symbolic goodbye.
  • Focus your thoughts on letting go of stress or anger or on honoring the memory, depending on the situation.

In ‘The Room’ where it happens: Setting the space for interpersonal communication

By Sponsor Insight

by Christy Shepard and Jan Frazier of Planning Plus, LLC

Before the recent days of remote and hybrid work models, work was conducted in very static and finite methods and places. The paradigm shifts from employer-driven to employee-driven decision making and work life integration has afforded today’s worker choices and options for work engagement, participation, and lifestyle.

Employers are competing for employees at record levels and remote and hybrid work models are very attractive to multiple generations of people. No longer do we need to be “in the room” where it happens, as we have access to people and information like never before. Technological tools have broken barriers and stigmas, allowing workplaces to build healthy and dynamic organizational cultures that support the goals of the business and people that work in them. But with information and decision making moving through organizations at the speed of light, how do we ensure we are still making “the room” for the necessary thought and decision making to effectively problem solve?

‘The Room Where it Happens’, sung by Hamilton’s Aaron Burr in the popular Broadway musical, expresses many of the downsides workers have faced in the great transition from work from ‘working from home.’ Recently we have been involved in several significant projects involving multiple people where the work was done via emailing, texting, phone calls, Zoom, etc. Rarely were all players “in the room” at the same time. This led to delays in creating consensus solutions and became quite inefficient. Email may be efficient, Zoom is a step above, but where is the “room” for creative thinking, brainstorming, back-and-forth discussions? We may get the work done, but is it the best work we could have done?

Well before the Internet, Zoom, and other technological tools we have today, in 1989 the textbook Organizational Behavior by Robert Kreitner and Angelo Kinicki was published (Richard D. Irwin, Inc.). Based on their research, a Contingency Model for Selecting Communication Media was created by Richard L. Daft and Robert H. Lengel. In this model, they compared the appropriate media to use for communication information based on the richness of the medium and the complexity of the problem or situation. Fast forward to 2023 and we recognize that their principles still hold true.

Richness of the medium refers to how a message may be received and the level of interaction that may follow. We know that emails, written reports, and other forms of mechanical communication are generally impersonal, may or may not be read, and may or may not elicit any observable responses. Communication that involves more face-to-face communication, whether in person or via Zoom, allows the speaker to observe nonverbal communication as well as receive immediate feedback.

Over the years, the original model by Daft and Lengel has been updated but its essence has not changed. The figure below illustrates the information richness of different information channels.

Principles of Management – Open Textbook (umn.edu).

As you think about communicating information with your team or throughout your organization, identify how complex the situation is and match it to a more appropriate forum for discussion.

In this post-COVID work world, employees have become quite comfortable working from home, and we have seen articles where in some cases productivity has not been affected. But productivity alone should not be the deciding factor. We continue to encourage our clients to bring folks into the workspace at least weekly, to allow for critical interpersonal communication and decision making to happen when everyone is in the room.

ICON loan program critical to success of community development project

By Sponsor Insight
Before and after of WIDC project

by Citizens Energy Group

As executive director of West Indianapolis Development Corp. (WIDC), Lisa Laflin considers herself many things, including “dot connector, cat herder, and chainsaw juggler.” Many employees of community development corporations (CDCs) or other nonprofits probably can relate. Working to keep many plates spinning at the same time, Laflin is a passionate voice for affordable housing and the flourishing of neighborhoods served by WIDC.

WIDC has recently completed a housing project through the Investment Collaboration on Neighborhoods (ICON) loan program, an initiative from Citizens Energy Group that makes low-interest loans available to nonprofits and CDCs to facilitate such development projects. The program is designed to help CDCs access the financing they need to undertake important projects that might otherwise be too costly or too difficult to finance through traditional channels.

Laflin and the WIDC team purchased a home in The Valley neighborhood originally built by Habitat for Humanity but which had since undergone foreclosure. Despite being in a flood plain and thus ineligible for certain federal loan programs, WIDC secured a $100,000 loan from ICON to rehab the home and make it available as affordable housing with a 20-year deed restriction.

According to Laflin, the loan process, which took less than half an hour to complete, was the easiest she had ever experienced and faster to process than federal funding, even as WIDC follows federal guidelines on requiring multiple bids for comparison.

She also said the personal connections she developed with Rhonda Harper and Kenya McMillin, ICON program liaisons at Citizens, made the process smooth. “We’ll be able to have the loan fully repaid after the close of the home sale this summer, less than two years after the original agreement,” Laflin said.

Many other CDCs have been able to access low-interest financing through the program in order to undertake important community development projects since the program’s inception in 1995. With alumni projects including housing, community spaces, and arts spaces, the program is particularly valuable for CDCs that are working in underserved communities or tackling particularly challenging projects.

Laflin and WIDC are looking forward to their next ICON project. “I don’t know that I would do anything different with the loan process,” Laflin said. “We’re already planning to use ICON on future projects, and I would recommend it to other CDCs in need of financing — particularly for housing projects. I appreciate the program’s flexibility and efficiency, I am grateful for the staff’s support in making our project a success, and I commend Citizens’ commitment to the community in leveraging their resources to stand up this program.”

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

Do nonprofits have an image problem?

By Feature

Most Americans don’t think nonprofits are making much of an impact, according to recent IU Lilly Family School of Philanthropy survey

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

Now, more than ever, nonprofit organizations have comprehensive insights about how the American public perceives them, thanks to a poll recently conducted by the Indiana University Lilly Family School of Philanthropy.

And the results point to a need for nonprofit leaders to do a better job of conveying the story of their impact and educating the public about nonprofits overall, according to Una Osili, associate dean for research and international programs at the Indiana University Lilly Family School of Philanthropy.

The new report, What Americans Think About and Nonprofits, revealed the following perceptions among the 1,334 adults who were interviewed for an average of about 17 minutes each. 

  • 80 percent of survey respondents said that in-kind, charitable, and direct person-to-person giving were very or somewhat important.
  • However, nearly 30 percent of respondents said that they believe nonprofits are on the wrong track; 17.6 percent said they are moving in the right direction; while 52.5 percent responded that they didn’t know. When the unsure responses were removed from the analysis, nearly 63 percent indicated that nonprofits were on the wrong track.
  • About 30 percent believe charities contribute a lot to society.
  • Only 5 percent said that they think they or someone in their immediate family has been helped by a nonprofit organization — a low rate, according to the report, considering that one out of every 11 Americans work for a charitable organization.

Osili noted that the survey also revealed that many people do not seem to grasp the definition of a nonprofit organization, especially when so few believe they have been helped by the industry.

“Even when people think about services that they received, they don’t always know that those come from nonprofits,” said Osili, noting that many survey respondents did not seem to understand that colleges, hospitals, cultural organizations, religious congregations, or groups that participate in advocacy drives related to the environment and civil rights can all be part of the nonprofit sector.

“There is a big information gap,” Osili said. “The nonprofit sector is a mix. Some nonprofit organizations, like many hospitals, actually have a fee-for-service model but people may not think of them that way.”

The survey respondents seemed to readily acknowledge their lack of knowledge about the industry. For example, when asked what they know about philanthropy, about two-thirds categorized themselves as “novices.”

However, according to the survey results, Americans seemed to have a better grasp of the work performed by certain groups, such as community foundations.

“Community foundations stood out because they are in close proximity,” Osili said. “People seem to understand what they do because they’re supporting their communities. These groups have more visibility.”

Other survey findings included the following:

  • 39 percent said they trusted nonprofit organizations completely or very much. The level of trust in nonprofit organizations varied depending upon the type. For example, 36 percent trust religious institutions; 31 percent trust community foundations; 23 percent trust secular nonprofits; and 20 percent said they trust private foundations. 
  • 14.3 percent said they had a great deal of confidence that nonprofit organizations could “solve societal or global problems, now and in the future.” That compared to 12.6 percent for religious organizations; 7.2 percent for state and local governments; 6.5 percent for the President/federal executive branch; 5.8 percent for Supreme Court, federal judiciary; 3.4 percent for Congress/federal legislative branch; and 3.3 percent for large corporations.  

Increasing awareness about nonprofits

The report by the Lilly Family School of Philanthropy comes amid increasing concerns about the overall health of nonprofits.

In the report’s introduction, the researchers noted that they initiated the research during a time that the public’s perception of nonprofits have diminished. “Despite philanthropy’s long, deep traditions and importance to many Americans, recent data trends have surfaced that have rekindled concerns about the health of the sector,” the report authors noted. “Two such challenges are the declining number of donors and the general decline in trust in all institutions.”

Osili said nonprofits have an opportunity to increase awareness about their programs and impact without investing a significant amount of funds. “All organizations can do a better job of telling their stories, especially how they’re making a difference in the community,” she said. “It’s important not to assume that everyone understands this.”

She noted that nonprofit organizations can increase their storytelling efforts on social media and websites, and encourage employees, volunteers, community members, and board members to share the posts.

“Use the resources you do have,” Osili said. “It doesn’t always involve hiring a marketing firm or PR firm. Your website and social media can be powerful ways of communicating. During the pandemic, we saw even small organizations doing a good job of mobilizing support, recruiting volunteers, and getting their donors involved.”

Nonprofits also can develop creative collaborations and partnerships to enhance awareness about their efforts, Osili said. Instead of soliciting a cash donation from a corporate partner, consider asking for in-kind support for a marketing and PR strategy, she said.

“Make sure you get your message out, sharing the stories about how you’re making a difference because ultimately that is what makes for a vibrant and thriving nonprofit sector,” she said. “It can help in building trust in the sector.”

What is the Dark Web and is it safe?

By Sponsor Insight

by Cody Lents, partner and customer steward, COVI, Inc.

Merriam-Webster defines the “Dark Web” as “The set of web pages on the World Wide Web that cannot be indexed by search engines, are not viewable in a standard web browser, require specific means (i.e., specialized software or network configuration) to access, and use encryption to provide anonymity and privacy for users.”

The Dark Web provides people with a level of privacy and anonymity that the internet we’re all used to does not. That may sound appealing. However, many risks are associated with using the Dark Web. It can be a hazardous environment unless you’re well prepared for the potential online dangers.

For nonprofit organizations, public trust is essential. It requires little to no skill or expertise for inexperienced hackers — often called “script kiddies” — to deface nonprofit websites, steal data, or leak confidential information, harming an organization’s overall credibility. As a result, nonprofit organizations must remain vigilant and take proactive steps to prevent cyber-attacks and protect their sensitive data.

Script kiddies are individuals who carry out cyber-attacks using pre-existing tools and scripts, often without a comprehensive understanding of the underlying technology. Some script kiddies obtain hacking tools by accessing the Dark Web, where they can find forums and marketplaces to exchange information or purchase services related to cybercrime. These tools can give them unauthorized access to nonprofit organizations’ servers and lead to the exposure of sensitive data, such as donor information.

It’s worth noting that not all script kiddies use the Dark Web. Many of them rely on more conventional methods to access the software they need to launch DDoS attacks or plant malware. Nevertheless, they remain a significant threat to non-profit organizations.

Distributed denial-of-service (DDoS) attacks are a common tactic used by script kiddies to disrupt the normal traffic of a targeted website. In a DDoS attack, a flood of internet traffic overwhelms the website, much like an unexpected traffic jam on a highway, preventing regular traffic from arriving at its destination. These attacks can cause websites to crash, resulting in a loss of donations, reduced visibility, and negative publicity.

The Dark Web comes with advantages and disadvantages, but using the space is never recommended.

Only about 4 percent percent of information can be accessed using search engines available on the conventional internet, also referred to as the Surface Web (what we’re all used to using all day, every day). The rest, which is not searchable on Google or Bing, is called the Deep Web.

The Dark Web is part of the Deep Web. The Deep Web consists of pages that are not indexed and can be accessed directly, while the Dark Web consists of pages and files that have been intentionally hidden and require specific software and protocols, such as the Tor network or the Freenet peer-to-peer platform, to access.

Anonymity is the main reason why people use the Dark Web. When you use the Dark Web, your information is protected from surface web spies, allowing you to browse without the worry of being traced or censored by authorities. Additionally, content found on the Dark Web cannot be found on the Surface Web, opening up a whole new world of content consumption for users.

You’ll likely hear a lot about Dark Web Monitoring around the holidays and commerce events such as Prime Day, Black Friday, and Cyber Monday. These are services that survey your information on the Dark Web and alert you when it is found. While there is value in knowing what has been leaked to the cybercriminal playground, these alerts often offer few, if any, actionable tasks to help you protect yourself.

For example, “Dear Mr. Covi, we’ve found your social security number on the Dark Web at example.org. Your information may have been released without your knowledge and is likely the result of a company’s data being hacked or breached.” – There is no actionable next step for you.

When the service or company you use for Dark Web Monitoring adds recommendations to your alerts, their value increases.

For example, “Dear Mr. Covi, there was a breach at www.thenexthackedcompany.com and your covi@gocovi.com email address was stored for that site. The breach included email addresses, passwords, and usernames. We recommend that you change your password for this site immediately and, if you use this password for other sites, change them as well.” – There are actions to be taken, but will you know how to take them and ensure that all necessary ones have been taken?

When the service or company you use for Dark Web Monitoring utilizes a layered approach to protecting your credentials and personal identifying information (PII), the alerts carry a similar value in and of themselves, but the management of the alerts elevates that value to protect your organization and your people by maintaining your cybersecurity risk posture and allowing everyone to stay focused on daily tasks and the meaningful work that aligns with your company’s mission and vision.

For example, “Dear Mr. Covi, there was a breach at www.thenexthackedcompany.com and your covi@gocovi.com email address was stored on the site. The breach included email addresses, passwords, and usernames. Our security team has sent links and instructions to the affected user(s) to reset their password(s) and has reviewed other known accounts for any repeated use, so that those can be reset, too.”

A layered approach to Dark Web Monitoring could look like this:

  • Credential Management
  • Dark Web Monitoring
  • Credit Monitoring
  • Fraud Protection
  • Complex Password Policy Management & Enforcement
  • Multi-factor Authentication (MFA) Enforcement with Single Sign-on (SSO)

Self-advocacy: A critical step in the fight for gender equity in the workplace

By Feature

Local leadership expert Jessica Gendron advises attendees of Indy Chamber women’s event to be proactive

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

Gender equity in the workplace — whether in for-profit or nonprofit sectors — is still far from a reality, based on the latest reports from various sources.

For example, while women in the nonprofit sector historically have fared better than those working in the for-profit sector, discrepancies still exist based on gender, according to a Nonprofit Quarterly report. For instance, women make up 73 percent of the nonprofit workforce in the United States. Yet, they only represent 20 percent of the CEOs of nonprofits with annual budgets of $50 million and 45 percent of all nonprofit executives.

Another report, “Negotiation and Executive Gender Pay Gaps in Nonprofit Organizations,”
found that executive compensation at nonprofits was 8.9 percent less for women than men when the executives had the option of negotiating their salaries.

Those were the types of gender equity challenges Jessica Gendron of The Center for Leadership Excellence recently discussed during Indy Chambers’ 2023 Women in Business Retreat.

Gendron, one of numerous speakers during the two-day retreat at The Alexander Hotel in Indianapolis, outlined seven female leadership competencies that she compiled after interviewing women executives throughout the nation.

When she asked them what was integral to their success as a female leader, the competencies of self-advocacy, self-awareness, resilience, courage, intuition, communication, and relationships emerged as commonalities. However, she said, self-advocacy ranked at the top of the list.

“Self-advocacy emerged as the most important competency,” she said. “As women, we are taught to be nice, collaborative, and helpful. We will go to war for our friends. But we will not do it for ourselves because it’s considered as being selfish. That’s a behavior that we’ve been conditioned to avoid. There are all these negative connotations about the idea of advocating for yourself.”

Gendron also said this type of work must begin with positions within the workplace, even in situations where it is clear that male leaders far outnumber female leaders. While some women may be tempted to avoid those types of work environments, Gendron pointed out, that is where an impact can be made,

“In order for us to have influence, power, and impact with the decision-making process, we have to be inside those organizations,” she said. “We must be in relationships with those people. It’s an inside job. We have so much influence when we are inside talking to the people who are already making the decisions.”

Women supporting women leads to progress

Gendron’s stance is supported by research that reveals a clear link between women representation on governing boards to the increased likelihood of a nonprofit organization hiring female executives.

In her report, “Scarce as hen’s teeth: Women CEOs in large nonprofits,” author Young-Joo Lee, School of Economic, Political and Policy Sciences, University of Texas at Dallas, found that there was a correlation between the number of women represented on governing boards and the hiring of female CEOs.

Out of 340 human services organizations listed in GuideStar’s database with budgets of $10 million or more, those with a governing board with 30 percent to 50 percent females were more likely to have a female CEO than nonprofit organizations in which women were considerably outnumbered on the governing board.

Gender differences at the root of self-advocacy

During her presentation, Gendron also noted that societal norms and upbringing are also at the root of inequities based on gender.

“Men are conditioned to advocate for themselves from a very young age,” she said. “They will apply for jobs that they are not qualified for because ‘Why not?’”

She went on to stress that people don’t get things that they don’t ask for. “So many times, we think our bosses, partners, and friends are paying attention to what we’re doing and what we need. We think they are reading the signals but they’re not. Guess what? Your boss is trying to get their own pay raise or promotion. Your partner has their own stuff they’re worried about.”

Gendron suggested that women get in the habit of documenting their successes in the workplace to support their requests for a pay raise, promotion, or better working conditions.

Most workplaces, which are frequently led by men, value logic — like facts, reports, and statistics, she noted. “So we’ve got to show the data. Track your successes so that you can successfully advocate for a raise, a promotion, a title change — whatever it is that you’re trying to achieve,” Gendron said.

“If we are not getting the things that we need to have in our careers and our relationships, we have to be willing to speak up and ask for them,” she added. “That is the most crucial competency every single female leader I talked to referenced.”

What now?: 4 steps to revisit your vision, mission, and values

By Sponsor Insight

by Kate Brierty, consultant at Hedges

Keeping an organization aligned during times of relentless rapid change can seem like an impossible task. Yet, it’s a task that many nonprofit leaders have faced on a whole new level since our world has been repeatedly hit with landscape-shifting changes over the past few years. The most successful leaders have taken on the difficult task of finding ways to keep what’s essential to their organization, while helping their team adapt their work to make meaningful impact in this new landscape. However, kicking off the plan to revisit, update, and align what’s at the core of your organization can be daunting.

In 2021, we gave organizations 5 questions they could answer to determine if the time is right to revisit their organization’s Vision, Mission, and Values. Many of you then shared that your organization’s essential statements were overdue for a review and refresh. So, today we want to offer insights into the obvious next question: What do we do now?

Although reviewing and revising your organization’s Vision, Mission, and Values is no small undertaking, there are a few straightforward steps you can adapt to implement a successful process for your team. We’ve outlined a 4-step update process that can leave your organization feeling more aligned, relevant, and ready to take on the changing landscape with confidence.

Step 1. Design and communicate the plan

An effective Vision, Mission, and Values review-and-revision process is intentional and inclusive, which does not happen by accident. Before you jump into editing, create a game plan for your organization’s approach. There are a few key questions to consider when structuring your revision process: What is actually up for adaptation? We encourage you to be open to reviewing all components of your Vision, Mission, and Values since they are so tightly linked and are all essential to your organization’s work.

Remember that leaving a statement open for review does not necessarily mean it will lead to any edits. However, if there is a piece of your Vision, Mission, and Values that is not on the table for potential edits, you should be transparent and provide context for that decision with all process participants to avoid frustration down the line.

Which stakeholders need to be invited to the process, and at what level of participation? Consider what voices and perspectives are needed at the table and then determine the most effective ways to allow those folks to participate. If these statements were originally created by a small group, then this is the perfect opportunity to be more inclusive and allow more voices to inform the process.

How will decisions be made? Get and be clear about how input will be considered, when decisions will be made, and who will be making them.

What is the timeline and what are the resources needed for this process? Once you know who will be included and how decisions will be made, then determine the timeline and resources (financial, staffing, etc.) that will be needed to complete this process as designed. Note: If you have another planning process happening soon (like strategic planning) you can consider how to thoughtfully combine these two planning pieces to maximize the resources allocated.

Once this plan is mapped, ensure that it is communicated to all relevant audiences in advance of asking them to participate. No one should find out about the process for the first time while being asked to give input on drafts. Thoughtful planning and communication can make sure no one feels blindsided or marginalized. Before the process begins, let your team know:

  • How the process will look and who will be involved
  • What about the Vision, Mission, and Values is actually up for review and adaptation
  • Who will make decisions and how the decisions will be made
  • How they specifically will be invited to participate throughout the process

Step 2. Answer core questions

Although it can be tempting to jump right into editing your current statements, consider beginning with an open conversation about what should be true for your organization’s Vision, Mission, and Values.

Revisit the definition of each of these statements and invite your team to answer the central questions that define them:

  • Vision- If your organization were successful, what would the new reality look like for your community?
  • Mission- What role does your organization play in helping create that new reality?
  • Values- What beliefs and principles are central to how you do your work and operate in the community?

Whether you find that your team’s responses are perfectly aligned or very different, taking the time to openly answer these questions from the outset can help inform and strengthen the rest of your process. If you see lots of alignment, this can help you prioritize those concepts most important to people across your organization. If there is a great deal of misalignment across responses, it can pinpoint areas where you will need to put in effort to help everyone understand and get inspired by your organization’s updated Vision, Mission, and Values.

Step 3. Re-visit each statement in your current context.

Now you can draft updated statements in an informed way by bringing together your current statements, your team’s reflections from Step 2, and any other research and data you have available. While each statement should be tailored to meet the unique needs of your organization and its context, there are some tips to consider to help you draft the strongest statements with your team:

  • Strong vision statements…
    • are specific and simple, so everyone can easily understand this essential message.
    • provide a challenge by describing the ideal reality your organization wants to see.
    • inspire action and attract people to your cause.
  • Strong mission statements…
    • are succinct enough to be remembered and repeated by your team.
    • utilize positive language to describe the important work your organization does.
    • balances the emotional and pragmatic aspects of your work to ensure it is engaging but practical.
  • Strong Values Statements…
    • help to tell your organization’s story by expressing who you are and how you want to be known in your community.
    • have enough context to help folks understand what this value means to your specific organization.
    • can be utilized to guide decision-making and measure how these values show up in your work at the team and individual level.

Once these statements are drafted, be sure to follow the inclusive review and revision process that you mapped out and communicated in Step 1. It can be helpful to remind folks of the research and feedback steps that informed these updated drafts when you share them out.

Step 4. Share and incorporate

This is the easiest but often the most skipped step for a successful update process- Once you have these updated statements finalized, you should utilize them!

  • Be thoughtful about how you want to roll out these updated statements with internal and external audiences:
    • Consider how you can use these updated statements to help better align your current stakeholders and attract new supporters to your work.
    • Be sure that stakeholders who were involved in the update process are thanked for their perspectives and time when these new statements are shared.
    • Be proactive about providing context for any significant content changes you made, so that folks can understand the intentionality behind any of those larger edits. For Example- If you changed the way you identify the audience you serve in your Mission Statement, then you should be proactive in the way you communicate why the change was made and why you’re excited about it.
  • Update all tools that are tied to your Vision, Mission, and Values to ensure these updated statements are guiding your work:
    • Update all digital and printed materials to reflect your refreshed statements.
    • Utilize the updated statements to help guide decision-making across the organization. Make sure leadership is modeling how these statements are used in critical full-team decisions and planning as well.
    • Revise the structures and tools utilized to recruit, train, and evaluate the entire team- including staff, board, and volunteers- to ensure alignment with your organization’s updated Vision, Mission, and Values.

The best part is that these simple steps are also a cyclical process that can keep your organization ready for whatever changes come your way in the future. Consistently utilizing these updated statements (as outlined in Step 4) should help you easily identify when your organization has grown to the point where a Vision, Mission, and Values review and revision process might be needed again.

When you do determine it’s time for that update, you can simply repeat these 4 steps to help you shape a process that will leave you with a more invigorated and aligned organization primed for even greater impact. If you are interested in how Hedges can help your team engage in this 4-step process, please reach out to me at kateb@hellohedges.com so we can find a time to chat.

Kate Brierty is passionate about asking the right questions to help groups have conversations and make decisions that will create real impact for the people they serve. She has lived out this passion for over a decade in education and nonprofit spaces in Charlotte, Detroit, and Indianapolis. In all her work as a consultant at Hedges, Kate is focused on pursuing meaningful results while keeping people at the center of her work.

Overcoming the challenges of recruiting and retaining nonprofit fundraisers

By Feature

IU fundraising expert outlines how to adapt with new perspectives

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

While many nonprofit organizations throughout Central continue to face hiring challenges, the task of attracting, hiring, and retaining fundraisers has proven to be one of the most concerning developments going into 2023.

In late 2022, as many as 46 percent of nonprofit fundraisers in the United States and the United Kingdom reported that they were planning to leave their current employer within the next two years, according to a report recently released  by the Institute of Sustainable Philanthropy and Revolutionise International. Of those surveyed, 9 percent said they were leaving the profession entirely.

Those findings can be disturbing, especially since the pool of qualified fundraisers has historically fallen short of demand, according to Genevieve G. Shaker, associate professor of Philanthropic Studies and Donald A. Campbell Chair in Fundraising Leadership.

“Fundraisers are always in demand,” Shaker said. “This has been an ongoing issue, and the pandemic exacerbated it.”

As with many other nonprofit roles, the fundraising employees left to fill in the gap are at risk of burnout, stress, and lack of job satisfaction, she added.

According to a recent report released by The Chronicle of Philanthropy, nine out of 10 fundraisers surveyed indicated that unfilled fundraising positions have significantly increased their workloads. The respondents cited numerous problems that have led to high rates of burnout, including logging 12-hour workdays and facing unrealistic fundraising goals.

Those types of working conditions can exacerbate risks of nonprofit organizations losing additional fundraisers, Shaker said. “Fundraisers were feeling a significant amount of pressure during the pandemic to continue to meet organizational goals and needs,” she said. “However, this is ongoing. We know that the demands people are feeling in fundraising have not lessened.”

While the situation may seem dire for many organizations, Shaker said, it also is important to note that not all turnover is bad. “Sometimes it’s good for the individual as well as the organization,” she said. 

However, in the case of fundraisers, organizations may face the challenge of seeking ways to nurture the relationships developed by a departing fundraiser. 

Moving forward with solutions

Nonprofit leaders faced with a lack of fundraising talent can recognize better long-term outcomes by engaging in a different approach to traditional solutions, according to Shaker.

For example, HR representatives can start tapping unrecognized talent from throughout the organization. Ideal candidates are those who have demonstrated that they are passionate about the organization’s mission, people who serve in administrative roles, and, in some cases, volunteers, she said.

“These candidates may be recognized as those that are very involved with the organization and already integrated in the community it serves,” she said. 

Under an effective model, the organization must be committed to the candidates’ growth, Shaker said, setting up a runway of sorts for them to become accustomed to the work as well as fundraising goals. 

“Expectations may need to be different,” she said. “For example, the expectations for Year 1 shouldn’t be the same as Year 2. Goals should accommodate the candidate until they’ve hit their stride. It will require some investment by nonprofits to bring people up to speed.”

Also, when seeking candidates outside of the organization for fundraising roles, consider people with varying backgrounds, Shaker recommended.

As indicated by the Association of Fundraising Professionals, fundraisers come from varied backgrounds, from sales and business to stay-at-home parents, Shaker said. “People have always come from different pathways to get into fundraising,” she said. “But I don’t know if we’ve been great about seeking them out, encouraging them, and facilitating their growth, interest, and development in the field.”

Managers can explore ways to ensure that new fundraisers are being supported through networking in professional organizations, and certification in areas like fundraising management and principles and techniques of fundraising.

“Once you have identified someone who is engaged in their first fundraising opportunity, you really have to support them through professional development and mentoring,” Shaker added. “It must be intentional.” 

Encouraging and retaining current fundraising professionals

Another area of concern for many organizations is retaining employees in a highly competitive job market. 

Shaker said that it is important to alleviate pressure on fundraisers and other employees by outsourcing some responsibilities, such as database management, grant writing, and event planning. “This allows them to focus on the key work,” she said.  

Again, changing expectations can be critical to overall morale. “If your fundraising team is down by two people, you may need to do one or two fewer events,” she said. “It’s important to have conversations on topics like this so that it doesn’t feel like a mandate.”

Future of fundraising

Overall, Shaker said, nonprofit organizations and other industries that use fundraising professionals could benefit from initiatives to increase awareness about the field.

“A lot of people may not know much about fundraising while others may be afraid to ask people for money,” she said. “It’s not a field that students typically hear about coming out of high school. Not many people say, ‘I know I want to go into fundraising.’ We need to proactively educate people about the field and raise the profile. Leaders need to keep spreading the word about the ability to make a difference in their communities through this amazing profession.”

Making tax season less taxing

By Sponsor Insight

United Way, IRS, and community organizations partner for Indy Free Tax Prep

by Fatma Yousif, community impact manager for United Way

Since 2015, United Way of Central Indiana has partnered with volunteers, community organizations, and groups across Marion, Boone, Hendricks and Morgan counties to administer the IRS grant that supports the Volunteer Income Tax Assistance (VITA) program — known locally as Indy Free Tax Prep.

Indy Free Tax Prep allows qualified individuals and families to file a complete and thorough tax return for free. Last year, 138 IRS-certified volunteers prepared nearly 4,400 tax returns for central Indiana residents resulting in $6 million in refunds.

The program’s success is due to the hundreds of volunteers who want to contribute to their community in a meaningful way. It’s all about making tax season less taxing for our neighbors.

As one volunteer recently commented, “I really love volunteering for Indy Free Tax Prep because you are learning and helping the community at the same time. It’s the best feeling.”

This year, our goal is to have 250 volunteers prepare more than 6,500 returns.

All Indy Free Tax Prep volunteers who prepare returns must pass tax law training that meets or exceeds IRS standards to be certified. This training includes maintaining the privacy and confidentiality of all taxpayer information. In addition to requiring volunteers to certify their knowledge of the tax laws, the IRS requires a quality review check for every return prepared at a VITA site prior to filing. They also assist taxpayers with the preparation of thousands of Facilitated Self-Assistance returns. 

Indy Free Tax Prep sites and volunteers offer free tax help to people who need assistance in preparing their own tax returns, including: 

  • people who generally make $66,000 or less,
  • those with disabilities, and
  • taxpayers who speak limited English.

United Way and its partners are proud to offer Indy Free Tax Prep. It truly serves the community by assisting families in keeping more of their hard-earned money. If you are interested in learning more or volunteering, you can email me at Fatma.yousif@uwci.org.