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Oct 05

Volunteers, Employees and Medicaid: What Indiana Nonprofits Need to Know This Fall

By Feature

Including a list of helpful resources for nonprofit leaders

By Morgan Riley, Charitable Advisors

Two developments are putting volunteering on the radar for Indiana nonprofits this fall—but for very different reasons.

The U.S. Department of Labor (DOL) recently issued guidance clarifying when nonprofit employees may also volunteer for their employers. At the same time, Indiana is preparing to implement new Healthy Indiana Plan (HIP) work requirements, which will allow certain Medicaid recipients to count community volunteer hours toward maintaining coverage.

For nonprofits, understanding what qualifies as “volunteering”—and when volunteer hours are appropriate—is more important than ever.

The two issues are separate, but both have crucial practical implications for nonprofit organizations.

  1. Can your employees volunteer for your nonprofit?

On Sept. 7, 2026, the U.S. Department of Labor (DOL) issued Opinion Letter FLSA2026-12 clarifying when FLSA-exempt nonprofit employees may volunteer for their employer outside normal work hours (U.S. Department of Labor, 2026a).

The guidance says employees may volunteer if the service is offered freely, without pressure or coercion, and is neither the same nor similar to the work they are employed to perform. Employees cannot designate regular job duties as “volunteer” hours or waive their FLSA right to compensation by agreeing to perform their regular work as a volunteer (U.S. Department of Labor, 2026a).

The guidance reinforces longstanding DOL policy that paid nonprofit employees generally cannot volunteer to perform the same type of services for which they are employed (U.S. Department of Labor, 2015).

Who should pay attention?

This guidance is particularly relevant to nonprofits that:

  • Employ FLSA-exempt staff who also volunteer with the organization.
  • Encourage or expect employees to volunteer at organizational events.
  • Have employees who participate as volunteers in programs or services.
  • Use volunteer hours to supplement staffing.
  • Have policies or informal practices that blur the line between paid responsibilities and volunteer activities.
  • Have employees who want to volunteer for the organization in a substantially different capacity.

A useful starting point: If an employee is performing the same type of work for the organization that they are employed to perform, the organization should not assume that calling those hours “volunteer” makes them unpaid volunteer time. The DOL emphasizes that volunteering must be freely chosen and that the work must be different from the employee’s regular job duties (U.S. Department of Labor, 2026a).

Resources:

Important: This is federal labor guidance, not legal advice. Organizations with questions about a particular employee/volunteer arrangement should consult an employment attorney.

  1. Indiana Medicaid work requirements: Why nonprofits should be paying attention

A separate issue coming this fall involves people who may volunteer with your organization.

Beginning Jan. 1, 2027, Indiana Medicaid will begin enforcing new work requirements for certain adults enrolled in the Healthy Indiana Plan (HIP). Most HIP members ages 19–64 who are not pregnant and are not enrolled in or eligible for Medicare will need to meet the requirements unless they qualify for an exemption (Indiana Family and Social Services Administration [FSSA], 2026).

The requirement is generally 80 hours per month of qualifying activity. Importantly for nonprofits, qualifying activities include:

  • Employment
  • Community volunteering
  • Education
  • Apprenticeships
  • Job training or qualifying work programs

Individuals can combine qualifying activities to reach the required 80 hours (FSSA, 2026).

Why does Oct. 1 matter?

The Medicaid work requirements do not actually begin Oct. 1.

They begin Jan. 1, 2027.

But Oct. 1 is an important date for people whose HIP applications or redeterminations begin in January. FSSA says January applicants must demonstrate qualifying activity during October, November and December (FSSA, 2026).

That means people who need to meet the requirement may need to begin documenting qualifying hours now.

The Indiana Capital Chronicle reported in August that state officials estimated as many as 300,000 Hoosiers could ultimately be subject to the new requirements, although the number affected will depend on exemptions and other eligibility factors (Smith, 2026).

Who should nonprofits be aware of?

This may be particularly relevant to organizations that:

  • Have regular volunteer programs.
  • Work with people who may be enrolled in HIP.
  • Serve low-income or economically vulnerable Hoosiers.
  • Recruit volunteers for ongoing service opportunities.
  • Provide education, job training or community-service opportunities.
  • Work with people who may be looking for qualifying volunteer hours.

There are numerous exemptions. FSSA lists exemptions and other circumstances involving, among others, certain caregivers, people who are pregnant or recently pregnant, people who are medically frail or have certain serious medical conditions, some former foster youth, veterans with a 100% disability rating, and people participating in certain treatment programs (FSSA, 2026).

What does this mean for a nonprofit that has volunteers?

This is where nonprofits may want to think ahead.

Track volunteer hours

If your organization already has a volunteer program, make sure you have a consistent way to record when volunteers serve and how many hours they complete.

Be prepared to document service

FSSA has created a HIP Work Requirements Partner Toolkit with resources for organizations helping communicate about the new requirements. The state also directs members to its Benefits Portal for reporting hours and managing HIP coverage (FSSA, n.d.).

Nonprofits may want to establish a straightforward process for responding when volunteers ask for documentation of their service.

Keep volunteer service genuinely voluntary

The Medicaid rules do not change federal labor law.

Someone volunteering to satisfy a Medicaid requirement does not automatically become an employee. Conversely, an employee cannot simply become an unpaid volunteer for the same work they are paid to perform (U.S. Department of Labor, 2026a).

Train staff who coordinate volunteers

Volunteer coordinators and other front-line staff may be among the first people to hear questions about Medicaid requirements. Make sure they know where to direct people for eligibility questions rather than attempting to interpret the rules themselves.

Avoid promises

A nonprofit can document the volunteer service it provides, but it should not promise that a particular volunteer activity will guarantee someone’s Medicaid eligibility. FSSA makes the eligibility determination.

A quick timeline

Sept 7, 2026:

DOL issues FLSA Opinion Letter 2026-12 regarding FLSA-exempt nonprofit employees volunteering for their employers.

Why it’s important: Review of practices involving employees who also volunteer may be needed.

Oct 1, 2026:

The three-month lookback period begins for people whose HIP requirements begin with a January 2027 application or redetermination.

Why it’s important: Some HIP applicants may begin accumulating qualifying volunteer hours.

Oct- Dec, 2026:

Qualifying activity is tracked for January applicants.

Why it’s important: Organizations with volunteer programs may receive questions about documenting service.

Jan 21, 2027:

Indiana begins enforcing HIP work requirements for new applicants and redeterminations initiated on or after this date.

Why it’s important: Some HIP members will need 80 hours/month of qualifying activity or an applicable exemption.

Ongoing:

HIP members subject to the requirements will need to document qualifying activity according to their applicable reporting and redetermination schedule.

Why it’s important: Volunteer documentation may become an ongoing planning factor for organizations serving affected individuals.

(FSSA, 2026; U.S. Department of Labor, 2026a)

One issue, two very different questions

The DOL question is:
Can our paid employees also volunteer for our organization?

The Medicaid question is:
Can someone who volunteers with our organization count those hours toward Indiana’s HIP requirements?

The answer to the first depends on the employee’s status, whether the volunteer work is genuinely voluntary and whether the work is the same or similar to the work the employee is paid to perform (U.S. Department of Labor, 2026a).

The answer to the second depends on the individual’s Medicaid eligibility and whether the activity meets FSSA’s requirements (FSSA, 2026).

One does not override the other.

Bottom line for nonprofits

If you employ people who also volunteer: Review your practices now and make sure unpaid volunteer activities are genuinely voluntary and meaningfully different from the work employees are paid to perform.

If you operate a volunteer program: Be prepared for some volunteers to ask whether and how their hours can be documented for Medicaid purposes.

If you serve people who may be affected by HIP changes: Familiarize staff with the state’s resources so they can point people to accurate information.

And if your organization is going to document volunteer hours, now is a good time to make sure your system is simple, consistent and easy for volunteers to understand.

This article is intended as a general resource for Indiana nonprofits and is not legal, employment or benefits advice. Because labor law and Medicaid eligibility rules can be fact-specific and may change, organizations should consult the appropriate government agency or qualified professional about individual situations.

Resources for nonprofit leaders

Employee/volunteer questions

U.S. Department of Labor. (2026a). FLSA2026-12: Whether FLSA-exempt employees of a nonprofit organization may volunteer outside of their normal work hours for their employing organization.
https://www.dol.gov/sites/dolgov/files/WHD/opinion-letters/FLSA/FLSA2026-12.pdf

U.S. Department of Labor. (2015). Fact sheet #14A: Non-profit organizations and the Fair Labor Standards Act (FLSA).
https://www.dol.gov/agencies/whd/fact-sheets/14a-flsa-non-profits

U.S. Department of Labor. (n.d.). Volunteers. FLSA Advisor.
https://webapps.dol.gov/elaws/whd/flsa/scope/ee16.asp

Indiana Medicaid/HIP questions

HIP Work Requirements Partner Toolkit. (n.d.). HIP work requirements partner toolkit.
https://www.in.gov/fssa/hip/hip-work-requirements/hwr-partner-toolkit

Indiana Family and Social Services Administration. (2026). HIP work requirements.
https://www.in.gov/fssa/hip/hip-work-requirements/index

Smith, C. (2026, August 12). Up to 300,000 Hoosiers could face Medicaid work mandate. Indiana Capital Chronicle.
https://indianacapitalchronicle.com/2026/08/12/up-to-300000-hoosiers-could-face-medicaid-work-mandate/

Oct 05

Why Indiana Nonprofits Are Taking a Collaborative Approach to Benefits

By Sponsor Insight

Healthcare costs have become one of the most significant financial pressures facing nonprofit organizations and show little sign of easing. Medical trend is projected at 7% to 8%, while pharmacy trend is expected to reach 13% to 15%. Pharmacy spending now represents approximately 30% of total healthcare costs, driven by specialty medications, expanding use of GLP-1 therapies, growing behavioral health demand and continued provider consolidation. [Aon Global Medical Trend Rates Report 2026]

For nonprofit leaders, these numbers carry implications far beyond annual renewal discussions. When benefits spending grows faster than revenue, the effects can be felt throughout the organization, influencing recruitment and retention, staffing plans, compensation strategies, reserves and program investment.

Why Traditional Cost Management Is Producing Smaller Returns

For years, many organizations managed rising healthcare costs through plan design changes. Deductibles increased. Employee contributions rose. Cost-sharing became more common.

Those approaches can provide short-term budget relief, but they have limited influence over the forces driving healthcare inflation today. Specialty pharmacy spending continues to outpace medical trend. New therapies enter the market at higher costs. Healthcare provider consolidation continues to affect pricing.

Many nonprofit leaders are now examining whether the way benefits are funded and purchased deserves the same level of strategic scrutiny applied to major investments, facilities planning and long-term financial management. That shift in thinking is driving interest in alternative funding structures that may offer greater predictability and purchasing power.

Exploring Available Options

Before evaluating any single structure, it helps to understand how many options exist, because headcount determines which market an organization buys into.

For nonprofits under 50 employees, which includes many Indiana organizations, the default is often a fully insured community-rated plan where premiums are driven largely by factors outside the organization’s control. Alternatives can include grandfathered plans, alternate funding arrangements, association plans and MEWAs, PEO arrangements, and exchange-based coverage through an Individual Coverage Health Reimbursement Arrangement (ICHRA). Each offers different levels of flexibility, administrative support and financial accountability.

Above 50 employees, the range expands to include level-funded and self-funded strategies such as captives, direct self-funding and reference-based pricing. The tradeoff typically becomes predictability versus control, with the right approach depending on claims experience, reserves and risk tolerance.

Yet many nonprofit leaders never see the full range of options presented side by side. As a result, organizations often renew within a narrow set of choices while cost pressures continue to build. One of those broader options is now available in Indiana for the first time.

A Different Model for Indiana Nonprofits

One structural option Indiana nonprofits now have is the Indiana Nonprofit Benefits Trust, the state’s first Multiple Employer Welfare Arrangement (MEWA) built exclusively for nonprofit organizations.

The Employee Retirement Income Security Act (ERISA) defines a MEWA as an arrangement that allows employers outside the same control group to participate in a pooled health plan, provided they share a work-related common bond. For this Trust, that bond is nonprofit status and membership in the Indiana Philanthropy Alliance. Participating organizations join a single pooled arrangement rather than purchasing coverage as individual small groups.

Pooling changes the rating conversation. Small employers in the traditional market are frequently community rated, with premiums driven by age bands and factors outside their control. Inside the Trust, organizations are rated as part of a larger group with stable pricing that is not age-banded. Claims volatility is spread across the pool, so a single high-cost year at one organization does not land entirely on that organization’s renewal.

The Indiana Department of Insurance approved the Trust in late 2025 following an 18-month collaboration among Welborn, NFP, Indiana Philanthropy Alliance and a founding group of nonprofit organizations. Those organizations helped shape and test the structure before launching, ensuring it reflected the realities of nonprofit budgets and operations.

Underneath the mechanics sits a straightforward observation. Indiana nonprofits face remarkably similar workforce and healthcare pressures, including the challenge of offering competitive benefits to attract and retain talented employees, and most have been absorbing those pressures independently.

Why the Partnership Matters

The collaboration that produced the Trust should look familiar to anyone working in this sector. Shared services, collective funding and coalition advocacy exist because certain problems respond better to collective effort. Employee benefits may be becoming another area where collaboration can create value.

What that collaboration produced is a network, not just a rate. IPA membership is a condition of joining, and the requirement was intentional. As Indiana’s statewide network for philanthropy, IPA advocates at the state and federal levels on issues affecting the sector and brings organizations together around shared challenges and opportunities. Nonprofit members participating in the Trust can also take part in select IPA convenings and resources relevant to their work, creating opportunities to connect with others across Indiana’s philanthropic and nonprofit communities.

Those opportunities acknowledge something experienced nonprofit leaders already understand: workforce challenges are rarely solved through benefits alone. Sustainable solutions often require organizations to examine leadership, culture, financial strategy and employee experience together.

The plan itself is built the same way, with support for the people who administer it and the people who use it, including online enrollment, dedicated member support, pharmacy savings programs, virtual care and wellbeing resources. For organizations that have spent several renewals managing costs through reductions or increased employee cost-sharing, access to additional services and support can help shift the benefits conversation.

What Leaders Should Be Thinking About Next

A collective purchasing model will not be the right answer for every nonprofit. Workforce demographics, organizational size, claims experience, financial objectives and risk tolerance all point in different directions, and the appropriate structure depends on facts specific to each organization.

Nonprofit organizations have more options than many realize, and the Indiana Nonprofit Benefits Trust represents one Indiana-based response to rising healthcare costs. More broadly, it reflects what the nonprofit sector has long done well: working together to address shared challenges in ways that can strengthen individual organizations and the sector as a whole.

At NFP, we believe leaders make stronger decisions when they understand the full range of available strategies. Whether that means a MEWA, a fully insured plan or another approach, the objective remains the same: helping Indiana employers support and retain the people who carry out their missions while protecting the financial resources that make that work possible.

If this article sparked questions about your organization’s benefits strategy, we’d welcome a conversation. Reach out to Anna Beaty (anna.beaty@nfp.com) or email INnonprofittrust@nfp.com for more information.

Sep 28

Make Team Building Part of Your 2027 Budget

By Uncategorized

Budget planning is in full swing, which means nonprofit leaders are making tough decisions about where limited funds will have the greatest impact within their organizations. Everything from programs to staffing and operations is competing for space in the budget.

When every dollar needs to serve a purpose, team building often moves to the bottom of the priority list. Intentionally investing in your team helps to reduce stress, enhance morale, improve culture, strengthen relationships, and bridge virtual gaps.

Here are five things to consider as you look ahead and incorporate team building into your organization’s 2027 budget.

Identify your team’s goals

Before you put a dollar amount in your budget, take a minute to think about what you want your staff to accomplish during a team building experience. Can you tie your team’s goals back to your organizational goals? This will help guide you toward the most valuable activities.

Do you want to strengthen communication and collaboration? Is your organization entering a growth season? Maybe you are navigating a complicated transition? Could everyone benefit from developing problem-solving skills?

Review your existing budget

Look at your current budget to see where funds can be distributed. Determine what you can realistically spend on this experience. Start with the total amount available and then explore options that fit.

Keep in mind, you don’t have to plan a large, elaborate event to have meaningful connections with your staff. As you review the budget, look for existing lines that you could pair teambuilding with. For example, a team building retreat could be added to a professional development line or an employee engagement line.

Calculate all the costs and give it a line item

In addition to the activity itself, you’ll need to calculate the entire experience cost. Will you be providing transportation? Will you be catering lunch, meals, or providing snacks? Do you want to rent the full venue for the day? Do you need accommodations for an overnight experience? What supplies will you need to provide?

Identify all the expenses and make sure teambuilding has a clear line in the budget.

Explore options that fit your budget

Jameson Camp offers several facilitated teambuilding activities that align with those goals you set earlier. Their expert staff facilitators customize outings to your team’s intended outcomes, physical activity level, and interests.

Their ground-based and high ropes courses will help your team collaborate, communicate, think creatively, and develop effective solutions. While their rock climbing, 475-foot zipline, and archery options will encourage your team to step out of their comfort zone and take on a new challenge.

Schedule it on the calendar

Once you have identified your budget and the experience you want, don’t stop there. Nonprofit calendars fill quickly with programs, fundraising events, board meetings, community commitments, and everything else required to keep your organization moving. Planning early gives you more time to determine what your team needs, explore your options, and find a date that works for everyone.

Remember, your team is driving the organization’s mission every day. Now is the time to allocate funds to empower the people who make the mission possible. Get outside, grow inside with Jameson Camp. Learn more at www.jamesoncamp.org/retreats.

Sep 21

Your Strategic Plan Is Approved. What Changes on Monday?

By Sponsor Insight

By Evelyn Rivas, Senior Strategy Development Consultant, Schunk Moreland Strategies

Nonprofits and higher education institutions put a great deal into developing a strategic plan. They dedicate staff time and invite people across their organizations and communities to help shape the direction. Months of conversation and careful decisions lead to a plan that people are ready to support. Getting to that point is an accomplishment.

Then Monday arrives. Staff return to the responsibilities that were there before the plan was approved. Programs and student services need attention. A grant report is due. An open position still needs to be filled. The new priorities are now part of that same workload.

What changes on Monday?

For many nonprofits and colleges, this is where the struggle begins. The planning process had dedicated time and someone responsible for keeping it moving. Implementation needs that same attention, but there may be little room for it in the day ahead. The people expected to advance the plan are also serving students, supporting community members, and keeping daily operations running. They can believe in the direction and still struggle to find the time or support to move it forward.

The investment in developing a strategic plan should include an honest conversation about what it will take to implement it. As leaders decide what their organization or institution will commit to, they also need to make room for those commitments in the budget and in people’s work.

Account for the Investment Implementation Requires

During planning, organizations set aside time for interviews, working sessions, and board discussions. There is usually someone coordinating the process and keeping it moving. People know what they are being asked to contribute and when the next conversation will happen.

After approval, that structure can become less clear. Responsibility shifts to departments and teams whose existing commitments continue. A college may assign a new student success initiative to a department already managing heavy caseloads. A nonprofit may commit to expanding community outreach without accounting for the staff time needed to build those relationships.

Implementation deserves a place in budget and staffing conversations. Some priorities will require additional funding. Others will depend on people having protected time to improve a process or coordinate work across departments. Even work that does not require new spending has a cost in time and attention.

Before committing to a priority, ask the people who will carry it out what it will take. Their answers should help shape the scope and timing of the commitment.

Decide What Comes First

A multiyear plan gives an organization room to work toward meaningful change. Leaders still need to decide which pieces should begin first and what can reasonably wait.

Some priorities depend on earlier work. A nonprofit may want to expand a program but first need to understand whether its staffing model can support growth. A college seeking to improve student persistence may need to examine where students encounter difficulties before deciding which services to expand.

Those early steps belong in the implementation plan. They give people a realistic starting point and help leaders avoid setting deadlines before they understand what the work requires. In higher education, that timing may also need to account for academic calendars and shared governance processes. Nonprofits may need to work around grant cycles or periods of peak service demand.

For each priority, consider what progress should look like in the first year. Then narrow the conversation to the next 90 days. Identify the work that will make the next step possible. That level of specificity helps people connect a broad goal to something they can begin.

Make Room in the Workload

Every new priority makes a claim on someone’s time. Leaders need to discuss what will change in the existing workload to make that time available.

This can be a difficult conversation in organizations where the work is closely connected to mission. Delaying an activity or reducing a service can feel consequential because people depend on it. Faculty and staff may already be stretching to meet needs, and a new assignment can create competing expectations even when they support the goal.

Ask what can be simplified, delayed, or discontinued. Consider whether responsibilities need to be redistributed or whether additional support is necessary. Be specific about these decisions so people can act on them.

When leaders name a new priority and leave every existing expectation in place, employees are left to decide what gets attention. Making room for implementation is a leadership responsibility. It should be part of the commitment made when the priority is approved.

Give People the Support to Carry Their Assignments

Assigning an owner helps establish who will coordinate the work and keep it moving. That person also needs to understand what they can decide and how others will contribute.

For example, a college’s advising director may be responsible for an initiative that depends on participation from academic departments. A nonprofit program director working to improve participant retention may need colleagues who oversee registration and communications to make changes to their processes.

In both cases, progress depends on working relationships and decisions that extend beyond the person named in the plan. Those contributions need to be discussed and agreed upon.

Have the conversation about responsibilities early. Make sure the person leading the work knows where to bring a decision they cannot make alone. When several departments are involved, establish how they will coordinate and whose time has been committed.

A useful check is to ask the person responsible to describe their next step and what they need to take it. Their answer can reveal whether the assignment is ready to move forward.

Help People Understand What the Plan Means for Their Work

Sharing the completed plan is an important step. People also need opportunities to discuss how it will affect their responsibilities.

Someone who contributed to a listening session may want to understand how that input shaped the final priorities. A department chair or program manager may need guidance on what to emphasize with their team. An employee taking on a new responsibility may need training before they can begin.

These conversations should continue as implementation unfolds. Questions will emerge as people apply the plan to actual decisions. Leaders may also learn that an expectation was unclear or that a process works differently than they understood.

Make space for that feedback. A concern about workload or timing provides information that can help the organization adjust its approach. Addressing it early can prevent the same concern from becoming a larger obstacle later.

Use Progress Reviews to Help the Work Move

Implementation needs a regular place on the leadership agenda. Agree on when progress will be reviewed and what information will make those conversations useful.

Along with reviewing what has been completed, discuss what is getting in the way. A delayed activity may require a budget decision or help from another department. The review should lead to a response, with someone responsible for following through.

It also helps to distinguish between completing an activity and achieving its purpose. Introducing a new student outreach process or volunteer orientation marks progress. Understanding whether it helps students stay enrolled or volunteers continue serving requires follow through over time. Both deserve attention when reviewing the plan.

Keep reporting manageable. People need enough structure to communicate clearly without spending excessive time preparing updates. Give the board information that supports oversight and brings forward decisions within its role.

A strategic plan represents commitments to the people an organization serves and to those who will carry the work forward. Fulfilling those commitments requires continued attention after the document is approved.

At your next leadership meeting, choose one priority and look closely at what has been put behind it. Consider whether the person responsible has the time and resources to begin, and identify any decision holding up the work.

Use that conversation to make a concrete adjustment. It might mean protecting time in someone’s schedule or revising a timeline to reflect what the work actually requires. That is how the investment in planning begins to show up in the daily life of a nonprofit or institution, and how people can see what changes on Monday.

Aug 17

Smart Money, Strong Mission: Why Financial Education Has Become a Strategic Imperative for Nonprofits

By Sponsor Insight

By The National Bank of Indianapolis and Barnes Dennig

Central Indiana is fortunate to have a nonprofit community that is innovative and deeply committed to serving others. Thousands of nonprofit organizations address our community’s most pressing challenges, from education and housing to healthcare, workforce development, arts, culture, youth development, and social services.

Even the most mission-driven organizations face a common reality: competition for funding continues to intensify, making every dollar, staffing decision, and strategic choice more important than ever. In this environment, passion for a mission remains essential, but it must be paired with a strong understanding of financial health. When nonprofit leaders invest in ongoing education, they build more resilient organizations.

Continue to focus on lifelong learning.

Executive directors, financial officers, development professionals, and board members are all expected to navigate increasingly complex financial, regulatory, and operational challenges. Organizations that prioritize learning are often better positioned to adapt, make informed decisions, and sustain their missions over the long term.

Understanding how your money works for you is essential for leadership.

Many nonprofits devote significant attention to fundraising and program outcomes, yet fiscal management is what enables those efforts to remain sustainable. Strong organizations understand not only where funding comes from, but also how to manage cash flow, maintain liquidity, anticipate future needs, and align financial resources with strategic goals.

A valuable opportunity for growth exists at the intersection of banking and accounting.

Too often, these functions operate independently. Yet when banking and accounting strategies work together, nonprofit leaders gain greater visibility into their organization’s financial health. Better forecasting, stronger cash flow planning, and coordinated financial guidance can help identify funding gaps earlier, strengthen governance, and support more informed decision-making.

For nonprofit leaders seeking to strengthen their organizations, three areas deserve ongoing attention:

Cash Flow Forecasting. Understanding when resources will be available is just as important as understanding how much funding has been secured.

Liquidity Planning. Maintaining financial flexibility provides stability during uncertain times and positions organizations to respond when opportunities arise.

Collaborative Financial Leadership. The strongest financial decisions are rarely made in isolation. Boards, executives, accountants, bankers, and operational leaders all bring valuable perspectives to the table.

At The National Bank of Indianapolis and Barnes Dennig, we believe supporting nonprofit education is one of the most important ways we can serve our community. That belief is the foundation of our upcoming joint event called Smart Money, Strong Mission: Banking and Accounting Strategies for Nonprofits, an educational forum designed to bring together nonprofit leaders and financial professionals for practical conversations and shared learning. On October 1 at Indiana Landmarks, this panel-style event followed by a social hour will explore how organizations can better connect their banking and accounting strategies to improve financial visibility, strengthen decision-making, and support long-term sustainability. There is no registration fee, and the program qualifies for 1 hour of CPE credits.

The nonprofit sector has long been one of Indy’s greatest strengths. As the challenges facing organizations continue to evolve, so must the knowledge and skills of the leaders guiding them.

When you invest in financial learning, you strengthen more than your finances. You strengthen your organizations and the communities you serve. Smart money management makes mission success possible.

Please visit here to learn more about the event referenced in this article.

Jul 27

Using AI Responsibly: Protecting Your Nonprofit While Embracing Innovation

By Sponsor Insight

Artificial intelligence is already transforming how nonprofits write grants, communicate with donors, manage operations, and improve productivity. But as AI adoption grows, so do the risks—from sophisticated phishing attacks to accidental data exposure.

At Dean Dorton, we encourage nonprofits to embrace AI with the right safeguards in place. A few key best practices can significantly reduce risk while allowing your organization to benefit from AI’s efficiencies:

  • Protect sensitive information. Never enter donor data, financial information, PII, or confidential organizational information into public AI tools.
  • Know where AI is being used. Inventory the AI tools your staff and volunteers are using, including features built into Microsoft 365, CRMs, and other business applications.
  • Limit access. Apply least-privilege permissions and restrict AI assistants to only the data they truly need.
  • Create a simple AI policy. Define approved tools, prohibited data, and expectations for staff and volunteers.
  • Train your team. AI-powered phishing, deepfakes, and executive impersonation attacks are becoming more convincing. Regular cybersecurity awareness training is essential.
  • Verify before you trust. AI-generated content should always be reviewed for accuracy before being used in grant applications, reports, or external communications.

For organizations just getting started, focus on the fundamentals during the first 90 days: establish an AI use policy, identify where AI is being used, strengthen identity and access controls, provide staff training, and regularly review AI permissions and vendor security practices.

AI is a powerful tool—but it should never replace sound governance, strong cybersecurity practices, or human judgment. With thoughtful policies and practical safeguards, nonprofits can confidently leverage AI while protecting their donors, beneficiaries, and mission.

Need help developing an AI governance strategy or strengthening your cybersecurity posture? Dean Dorton’s Technology Services professionals can help your nonprofit implement practical AI policies, strengthen security controls, and confidently adopt AI while protecting your organization, donors, and mission. Contact Dean Dorton today to learn how we can help you use AI securely and responsibly.

Jul 13

When a Full-Time Job Isn’t Enough

By Sponsor Insight

By Fred Payne, President and CEO, United Way of Central Indiana

Across Central Indiana, many families are doing exactly what we hope and expect: showing up for work, caring for their children, and doing their best to build a stable life. Yet for too many, even full-time work — and sometimes more than one job — is not enough to keep housing secure; bills current, and family life steady.

That reality is one reason why United Way of Central Indiana tracks a measure we call ALICE: Asset-Limited, Income-Constrained, Employed. The most resent ALICE report shows that nearly 260,000 households in our region are either ALICE or living below the poverty line — one in three. This is not only an urban reality. In Hamilton County, 24% of households fall into this category. In Boone and Hendricks Counties, it is 29%. In Marion County, 41%.

Journalist Brian Goldstone spent years documenting this exact phenomenon nationally in his book, There Is No Place for Us: Working and Homeless in America, following five families in Atlanta who held full-time jobs and still couldn’t secure stable housing.

The book won the 2026 Pulitzer Prize for General Nonfiction. Goldstone will join us this month to share more about what his reporting revealed — and what it means for communities like ours. His work reminds us that poverty is often closer and more familiar than we realize: our neighbors, the people beside us at church, in the grocery line, or working in our own buildings.

That recognition is exactly why United Way of Central Indiana set a goal in 2023: distance 10,000 families from poverty by 2028, a commitment we call the Road to 10K. We are now more than 70% of the way there, having closed gaps for 7,700 families. Alongside that, we’ve helped relieve nearly $240 million in medical debt for 112,000 Hoosiers, while working with partners on housing, food security, and childcare.

These investments strengthen more than individual households. An updated study from Indiana University’s Kelley School of Business found that United Way of Central Indiana’s grants generated nearly $80 million in annual economic activity for Central Indiana between 2020 and 2025 — every $1 we invest spurs an additional $1.28 in local economic activity.

Behind those numbers are real people and real turning points: families who, with the right combination of coaching, childcare, food assistance, and financial support, moved from crisis to stability. Some are now helping others do the same. Those stories are the reason this work matters, and they’re the reason we keep pushing toward the next 2,300 families on our path to 10,000.

Progress is possible when a community of partners, employers, and neighbors work together.

That is the spirit behind CONNECT, our inaugural convening on July 20 from 3-6 p.m. at Gainbridge Fieldhouse. The event will bring together leaders from business, government, nonprofits, and philanthropy to strengthen relationships and build collective understanding and eventual action plans. Attendees will hear directly from Brian Goldstone and explore Impact Experience Exhibits about basic needs, early learning, economic mobility, and housing.

Central Indiana can be a place where a full-time job reliably leads to a stable life. Getting there takes honesty about how far that promise has slipped — and it takes all of us to work from the same table.

For details and to register, visit our CONNECT website. Use code: Charitable50 for a discount.

Jun 27

Purpose Beyond a Paycheck: Indiana Nonprofits Show What It Means to Make a Difference

By Feature

By Chelsea Ohlemiller, Director of Community & Content, Charitable Advisors

A job can be more than a paycheck. It can be a purpose. It can be a way to strengthen communities, create meaningful change and become part of something bigger than yourself.

That belief is at the heart of Charitable Advisors’ “Work for a Nonprofit, Make a Difference” campaign — an initiative created to highlight the purpose, impact and opportunity found in nonprofit careers across Indiana.

Through storytelling, resources and community engagement, the campaign connects passionate professionals with organizations creating meaningful change every day. It challenges the idea that work is simply something we do and instead showcases how nonprofit careers can transform both the communities being served and the people who serve them.

Throughout May, 28 Indiana nonprofits opened their doors and their smartphones, and shared their missions, stories and impact with our community. From supporting children and families to advancing housing equity, strengthening education, improving health outcomes and creating opportunities for those who need them most, each organization showed what happens when people choose work rooted in purpose.

The participating organizations included Autism Community Connection, Child Care Answers, Muscular Dystrophy Family Foundation, Fair Housing Center of Central Indiana, Lutheran Child & Family Services, Perry Township Education Foundation, New Hope of Indiana, Clarity of Central Indiana, Mid-North Food Pantry, The Julian Center, Indiana Diaper Bank, Pretty Passionate Hands, Edna Martin Christian Center, Kids’ Voice of Indiana, John Boner Neighborhood Centers, Camp To Belong Indiana, Hope Academy, Cancer Services of NE Indiana, Parks Foundation of Hendricks County, Peace Learning Center, IWIN (Indiana Women In Need) Foundation, Dove Recovery House for Women, Meals on Wheels of Central Indiana, Immigrant Welcome Center, Indy Art Center, Dayspring Center, AYS, Inc., and InteCare Veteran Services.

Each organization created a short social media video sharing why their work matters — and the result was a powerful reminder that behind every nonprofit mission are people who care deeply about making Indiana stronger.

For AYS (At Your School), the campaign created an opportunity for the children they serve to share, in their own words, why the organization’s work matters.

“As a result of the Work For a Nonprofit, Make A Difference campaign AYS kids got to tell the audience, in their own words, why the work we do here at AYS matters to them,” said Abi Bainbridge, Marketing & Communications Coordinator, AYS. “The resulting video didn’t just allow us to reflect on our values and remind ourselves of exactly how the work we do benefits the children in our community. It also gave us the opportunity to create a unique piece of content that drove potential employees to our careers page during a vital hiring cycle.”

Beyond the visibility, the campaign created opportunities for organizations to grow, learn and connect.

“In the process of producing this video, our team developed new skills and gathered enough additional footage to be used for future projects,” Bainbridge said. “We also appreciated the opportunity to see the great work of other local nonprofit organizations. Campaigns like WFN, help bring us together as a community, and remind us of the power of collaborative action.”

For Pretty Passionate Hands, the campaign provided a chance to share the heart behind their mission and reach new audiences.

“Participating in the Work for a Nonprofit, Make a Difference campaign was such a meaningful experience for Pretty Passionate Hands,” said Chandler Jessup, Organizational Development Coordinator. “It gave us a platform to share our story and shed light on the heart behind our work. The visibility we gained through the campaign helped remind our community, and us, why this work matters so deeply.”

Jessup also emphasized the importance of celebrating the nonprofit sector and the people who dedicate themselves to serving others.

“Campaigns like this are so important because they shine a light on the people and organizations doing the quiet, consistent work that often goes unnoticed,” she said. “The nonprofit sector is full of passionate individuals who dedicate themselves to serving others, and being celebrated alongside other incredible organizations was both humbling and energizing.”

The Fair Housing Center of Central Indiana (FHCCI) also highlighted the value of reaching new audiences through the campaign.

“We, at the FHCCI, are so incredibly grateful to Charitable Advisors for allowing us to share the work we do (and why we do it) with audiences that we normally don’t reach within our typical channels,” said Brady Ripperger, FHCCI. “Unfortunately, algorithms are skilled at keeping audiences siloed into areas, and this campaign allowed us to reach new audiences.”

Ripperger shared that campaigns like this play an important role in connecting people with the many organizations working across Indiana.

“Through this campaign, the wide breadth of missions and work us nonprofits are doing across the state was highlighted, which we are incredibly grateful for, especially as nonprofit funding continues to be slashed,” Ripperger said.

Thanks to the support of the Central Indiana Community Foundation (CICF), Charitable Advisors was able to provide three $500 gifts to participating organizations:

  • Viewer’s Choice: Fair Housing Center of Central Indiana
  • CICF Team Choice: AYS (At Your School)
  • Charitable Advisors Team Choice: Pretty Passionate Hands

These awards, though small, provide additional resources for organizations to continue advancing their missions. AYS plans to pour its awarded funds back into programs supporting children across central Indiana, Pretty Passionate Hands will use the funds to support teen parents and their babies, and FHCCI will continue its work addressing housing barriers and discrimination experienced by Hoosiers.

The true impact of this campaign, however, extends beyond a video, a contest or an award. It is found in the connections created, the stories shared and the reminder that meaningful work exists in every corner of Indiana.

At Charitable Advisors, we are grateful for the organizations that participated, the people who shared their stories and the nonprofit professionals who continue to show what it means to work for a nonprofit and make a difference.

And this is just the beginning. Another “Work for a Nonprofit, Make a Difference” campaign is coming this fall. Stay tuned for details and another opportunity to celebrate the people and organizations creating lasting impact throughout Indiana.

Experience the stories and impact shared through May’s campaign:

Jun 27

Why Your Organization Needs a North Star

By Sponsor Insight

Monica Hingst, Senior Consultant, Schunk Moreland Strategies

Most organizations have a vision and mission statement. Far fewer have a north star. A vision describes the future that an organization hopes to create. A mission declares why an organization exists, including what you do, who you serve, and how you serve. A north star answers a different question: What are we ultimately trying to achieve together?

For mission-driven organizations, this distinction matters. Unlike businesses that often look to profit margins as a guiding metric, nonprofits need to navigate competing priorities without a single profit-centered measure of success. A north star guides decision-making, keeping people aligned, and helps organizations stay focused on what matters the most as they pursue their mission and vision.

As organizations face competing demands, limited resources, and pressure to create meaningful impact, a shared north star becomes essential. This article explores why north stars matter, how they support second-order change, and how shared utility framing can help organizations make better decisions together.

Why Decision-Making is Challenging

Inter-organizational competition is everywhere, but it is especially common in the nonprofit sector where budgets, resources, and organizational capacity are often limited. These tensions become even more pronounced during periods of second-order change, which is any change that is complex, structural, or requires people to rethink big things like systems, human behaviors, or ways of working.

When nonprofit leaders face decisions about which programs to fund, which opportunities to pursue, or what initiatives to sunset, they need a clear way to evaluate competing priorities. Without a shared north star, or a shared utility framing, decisions can become political or personal instead of strategic.

Second-order change alters existing systems, structures, rules and assumptions, not just behavior within a system. In my research about navigating second-order change, I found that people naturally default to protecting their own interests. Within the public sector (e.g., nonprofits, government, higher education), this can look like departments competing for resources or working in silos to meet their own goals. It can look like board members advocating for their favorite initiatives or funders unintentionally pulling an organization in multiple directions. These dynamics are rarely driven by selfish intent. More often, they emerge when people lack a shared framework for evaluating decisions. The issue is the absence of a north star, not the competing interests themselves.

What is Shared Utility Framing?

Shared utility framing explains how a proposed change benefits an organization as a whole while also acknowledging how individual interests will be protected. Shared utility framing asks: How does this decision benefit the entire organization, not just one person, department, or program? For shared utility framing to work, stakeholders need to understand how value is created collectively. They also need confidence that their interests are recognized and protected in that shared value. Without both conditions, people often default to defensive positioning and zero-sum thinking, where one group’s gain is viewed as another group’s loss. Zero-sum thinking slows progress and makes change difficult to achieve.

During periods of second-order change, conflict often emerges when individuals or teams fear losing access to resources, influence, funding, staffing, or other things of value. Shared utility framing requires stakeholders to step outside of their silos and consider how value is created and distributed across the organization as a whole. When leaders clearly communicate how organizational value is created and how success will be measured through outcomes connected to the mission and vision, they address many of the concerns that can stall change. Teams, boards, and partners need to understand how the organization creates value collectively. They also need confidence that their interests are acknowledged and protected.

A North Star Creates a Shared Definition of Success

When nonprofit organizations face major decisions, conversations often focus on questions like: What does my department gain? What will my program lose? What does this mean for my workload? A north star shifts the conversation toward a different question: How does this move us closer to what we are trying to achieve together?

Here’s an example. In 2023, Indiana passed a law to automatically enroll eligible students in the 21st Century Scholars program.1 Stakeholders involved in the process initially focused on administrative concerns, implementation costs, staffing needs, and potential operational disruptions. Progress accelerated when leaders identified two broader outcomes that stakeholders could collectively rally around: improving the quality of life for Hoosiers and strengthening Indiana’s workforce and economy. Once those outcomes became the shared north stars, stakeholders could see beyond their individual concerns. The conversations shifted from organizational impacts to collective outcomes. A broader coalition formed around a shared purpose, and the policy ultimately passed.

The same principle applies within nonprofits. Coalitions form more easily when people rally around shared outcomes rather than organizational interests.

How to Establish a North Star

If your organization has a strategic plan, start there. Ask yourself: What are we ultimately trying to achieve with this plan? Who benefits if we succeed? How would we know we are making progress? What outcomes matter the most?

If the answers to these questions are unclear or open to interpretation, it may be worth considering a neutral facilitator to help your leadership team arrive at a shared north star. A facilitator can guide a structured conversation, surface areas of misalignment, and help the group develop a shared understanding of what success looks like.

One way to begin is by asking each member of the leadership team to identify the three most important outcomes for the organization. If those answers vary significantly, there is a good chance your organization does not yet have a clearly defined north star.

While this exercise can be led internally, there are advantages to having a neutral facilitator guide the conversation. Team members are often more candid with someone who is not tied to organizational politics, departmental priorities, or reporting relationships. A facilitator can also ask difficult questions without being perceived as advocating for a particular outcome, helping the group move beyond individual interests and focus on what is best for the organization as a whole.

Put Your North Star to Work

A north star only works if it becomes part of daily organizational life. It should inform planning, prioritization, progress monitoring, partnerships, board discussions, hiring decisions, and, most importantly, budgeting. Where you allocate your resources should reflect your north star.

Strong organizations do not eliminate conflict within organizations. They create enough shared utility framing to foster understanding and make disagreement a productive exercise. When people know what they are trying to achieve together, they can debate tactics without losing sight of purpose.

A north star does not make decision-making easier. It makes decision-making clearer. The most effective and sustaining types of change begin with the question, “What are we ultimately trying to accomplish together?”

Jun 27

The Essential Ingredients of Nonprofit-Friendly Banking

By Sponsor Insight, Uncategorized

By Amandula Anderson, First Vice President & Manager of Nonprofit Services, The National Bank of Indianapolis

Nonprofits manage frequent and varied types of transactions, from donations to payroll, which means that you need easy access to funds. In this area, you want to look for a combination of convenience from modern digital banking tools and a local team that knows your organization and is accessible in the moments that matter most.

Everyone knows I love sweet treats. But if you know anything about baking, you know that measurements are key to creating the right texture and flavor. A proper blend of flour, sugar, butter, and eggs will translate into a good cookie. There are also primary components that lead to the right style of nonprofit banking to feed your success as an organization.

Ease of Access & Digital Tools

Convenience and strong digital capabilities are essential to help your organization remain responsive to donor and operational needs. The right banking partner can work with you to address these factors and determine which transactional tools you need to accomplish your financial goals:

  • Simple onboarding and documentation processes
  • A full suite of online and mobile banking capabilities with real-time account access
  • Remote deposit capture, ACH, and payment portals for efficient donation processing
  • A local team available when you need them plus a local branch presence; not just a call center

Cost Efficiency & Competitive Pricing

Every dollar your organization can save on banking is a dollar you can re-direct to your mission and its impact. The approach is simple: your resources should advance your mission and not be absorbed by fees. Structure your accounts around how your organization actually operates by securing key benefits, such as:

  • Nonprofit-specific checking and depository accounts with competitive fees
  • Ability to earn interest or earnings credit on balances
  • Flexible structures tailored to activity level (from simple to complex organizations)

Governance, Controls & Security

Your organization operates with board oversight, donor expectations, and compliance pressure, so transparency is non-negotiable. You need to protect what has been entrusted to you with financial tools and controls that support strong governance, audit readiness, and donor confidence. Look for the following:

  • Robust fraud mitigation tools including Positive Pay and ACH blocks/filters
  • Secure, permission-based online access for multiple users
  • Systems that support oversight, reporting, and financial transparency

Cash Flow Management Capabilities

Nonprofits face complex cash flow and restricted funding requirements that require more than basic checking accounts. You want a provider to go beyond basic banking by helping you manage the full lifecycle of your funds and even the most complex financial operations, including:

  • Comprehensive treasury capabilities:
    • Receivables (lockbox, remote deposit)
    • Payments (ACH, wires, bill pay)
    • Cash optimization (sweeps, zero-balance accounts)
    • Data & reporting tools
  • Ability to streamline the full cash cycle, from donation to deployment
  • Investment services to support your long-term sustainability

Service Model & Mission Alignment

This is the most important factor, in my professional opinion. It’s priceless to find a partner who understands your mission and not just your balance sheet. This is where you want experience in nonprofit banking by way of:

  • A dedicated nonprofit services team with specialized knowledge
  • Local decision-making and tailored solutions
  • Deep community involvement through board service, volunteering, and financial support and investments

Find a Partner, Not Just a Provider

Ultimately, you want your bank to be invested in the success of our community. While larger banks with a national scope offer scale and standardization, do not overlook locally based institutions that offer programs that may become more meaningful to your organization. Local causes align well with localized support that focuses on relationships, strategy, and your mission.

According to 501c3Center.com, here are the questions you should ask before choosing a bank and opening your accounts:

  • What documents are required to open a nonprofit account?
  • Are there monthly service fees, and can they be waived?
  • Can multiple board members access the account?
  • Is there a dedicated nonprofit team on staff?
  • What fraud protections or alerts are available?
  • Does the bank offer integrations for online donations or accounting tools?

Final Thoughts

There’s not a one-size-fits all recipe when it comes to choosing the best bank for your nonprofit. The answer depends on multiple characteristics including your size, goals, and whether your operations are local or national. Start a conversation with a banking partner. You might just find a solution that’s sweeter than you ever imagined.