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Mar 29

Implementing innovation during pandemic leads to a model of growth for the Indianapolis Art Center

By Feature

by Shari Finnell, editor/writer Not for Profit News

Mark Williams began his new role as the executive director of the Indianapolis Art Center (IAC) in July 2020, in the midst of the COVID-19 pandemic. As with most arts and culture entities, the 87-year-old art institution had operated primarily through hands-on, in person experiences.

A year into the pandemic?

“We’re thriving,” said Williams, who had left the for-profit sector as the CCO and founder of ImageNation, a marketing and branding firm to take on the position at IAC.

“When a crisis happens, people want to get back to replicating or substituting what they’ve done in the past,” Williams said of the natural desire to get back to normal. “Our approach was the opposite. It was an era of innovation for us. We had to look at things in new ways across all of our classes and offerings, asking ourselves, ‘How are we staying relevant?’”

Under Williams’ leadership, the IAC team started finding the answers to that critical question. Innovation followed, including an expanded offering of online art classes, the sale of art kits, which quickly sold out, and the birth of Locally Made fest, a collaboration with the Indy Jazz Fest that will be held on the grounds of the art center from May 15-16. All participants, including jazz musicians, artists and food vendors, are local.

And, unlike its signature Broad Ripple Arts Fair, which was canceled for 2021, the new fest will have a limited number of tickets to ensure social distancing under COVID-19 guidelines, Williams said. About 1,500 tickets will be sold, but jazz performances will be available online to those who want to participate. The Broad Ripple Arts Fair regularly attracted 15,000 to 16,000 visitors.

Williams said IAC’s new programs and offerings aren’t a temporary fix — a solution only to cope with the restrictions caused by the pandemic. “As people come back in person, we know that the digital components are not going away … it’s embedded in the way we work and function,” he said. “So, it’s got to be baked into the process moving forward.”

He said embracing an innovative mindset is critical, not just to survive a pandemic, but to thrive in the future. “If you didn’t take the time to embrace new innovations, you’re going to get left behind; left out of the conversation,” Williams said.

Facing tough decisions

In addition to opening up pathways to innovative thinking, the IAC team had to face the difficult decision in January to cancel its annual Broad Ripple Arts Fair. “At that time, I don’t think anyone thought we’d be where we are now, here at the end of March, with the vaccination rollout,” Williams said. “If we had to make that call, we likely would be re-evaluating that decision and thinking of ways to handle the art fair safely. But we had to make the call for the artists.”

After announcing the cancellation of the Broad Ripple Arts Fair, the IAC focused on what it could do safely and how it could collaborate with some of its friends, Williams said.

“After all the meetings, we decided to have an event that would be solely focused on uplifting our neighbors — our local creative community that had been locked out of work for a whole year. And that’s our professional musicians. That’s our working artists,” Williams said.

That brainstorming led to the creation of the Locally Made festival in partnership with the Indy Jazz Fest, which will feature more than 50 working artists who will be spread out on the 10 acres of land that make up ArtsPark.

In an effort to support the local restaurant industry, they also invited food and drink vendors to participate. “They’re hurting as bad as the rest of us,” Williams said. “It’s really going to uplift the entire experience to a more premium experience.

As part of a plan that had to be submitted to the Indiana State Health Department for approval, the festival organizers had to outline its approach to the event, including submitting square footage and reduced capacity to allow people to spread out. While current ticket sales are limited to 1,500, there’s a possibility that it could be expanded based on evolving COVID-19 restrictions.

The announcement of IAC partnering with the Indy Jazz Fest was met with some skepticism, Williams noted.

“It is interesting from the outside (observations),” he said. “I heard people saying, ‘Why would the Indianapolis Art Center partner with the Indy Jazz Fest? And why would Jazz Fest partner with the art center?’ And I’d sit there and say, ‘Why not?’ These are two great organizations coming together to do something even bigger than either of them could do individually.”

Williams said it requires thinking about the needs of the other organization — not just your own — when seeking a collaboration. When he approached the Indy Jazz Fest about a collaboration, one of the first discussions involved how to make it profitable for the community members represented by each organization.

“These are all our neighbors and our friends and we’re all emerging from this pandemic.” Williams said. “As part of this fest, we’re saying let’s gather safely, let’s do it responsibly, and make it work so that people who’ve been out of work and can earn a living once again.”

Mar 22

Financial planning: How to choose a beneficiary for your retirement accounts

By Sponsor Insight

by Shannon Blount, VP, senior personal trust officer, Horizon Bank, and David W Voris, CTP VP, Regional Treasury Management Officer, Horizon Bank

Selecting beneficiaries for retirement accounts is different from choosing beneficiaries for other assets, such as life insurance. With retirement accounts, such as IRA’s and 401k’s, you need to know the impact of income tax and estate tax laws in order to select the right beneficiaries.

Although taxes should not be the sole determining factor in naming your beneficiaries, ignoring the impact of taxes could lead you to make an incorrect choice. In addition, if you are married, beneficiary designations may affect the size of minimum required distributions to you from your IRAs and retirement plans while you are alive. The following are some factors that should be taken into consideration when making your beneficiary designations:

Paying income tax on most retirement distributions

Most inherited assets such as bank accounts, stocks, and real estate pass to your beneficiaries without income tax being due. However, that is not usually the case with 401(k) plans and IRAs. Beneficiaries pay ordinary income tax on distributions from pre-tax 401(k) accounts and traditional IRAs. With Roth IRAs and Roth 401(k) accounts, however, your beneficiaries can receive the benefits free from income tax, if all of the tax requirements are met. That means you need to consider the impact of income taxes when designating beneficiaries for your 401(k) and IRA assets.

For example, if one of your children inherits $100,000 cash from you and another child receives your pre-tax 401(k) account worth $100,000, they are not receiving the same amount. The reason is that all distributions from the 401(k) plan will be subject to income tax at ordinary income tax rates, while the cash is not subject to income tax when it passes to your child upon your death. Similarly, if one of your children inherits your taxable traditional IRA and another child receives your income tax- free Roth IRA, the bottom line is different for each of them.

Naming or changing beneficiaries

When you open up an IRA or begin participating in a 401(k), you are given a form to complete in order to name your beneficiaries. Changes are made in the same way by completing a new beneficiary designation form. A will or trust does not override your beneficiary designation form. However, spouses may have special rights under federal or state law. It is a good idea to review your beneficiary designation form at least every two to three years. Also, be sure to update your form to reflect changes in financial circumstances. Beneficiary designations are important estate planning documents. Seek legal advice as needed.
 
Designating primary and secondary beneficiaries

When it comes to beneficiary designation forms, you want to avoid gaps. If you do not have a named beneficiary who survives you, your estate may end up as the beneficiary, which is not always the best result. Your primary beneficiary is your first choice to receive retirement benefits. You can name more than one person or entity as your primary beneficiary. If your primary beneficiary does not survive you or decides to decline the benefits (the tax term for this is a disclaimer), then your secondary (or “contingent”) beneficiaries receive the benefits.

Having multiple beneficiaries

You can name more than one beneficiary to share in the proceeds. You just need to specify the percentage each beneficiary will receive (the shares do not have to be equal). You should also state who will receive the proceeds, should a beneficiary not survive you. In some cases, you will want to designate a different beneficiary for each account, or have one account divided into subaccounts (with a beneficiary for each subaccount). Keep in mind that, due to legislation passed at the end of 2019 (the SECURE Act), most non-spouse beneficiaries are required to empty their inherited retirement accounts within 10 years (previously, they could take distributions according to their life expectancies).

Avoiding gaps or naming your estate as a beneficiary

There are two ways your retirement benefits could end up in your probate estate. Probate is the court process by which assets are transferred from someone who has died to the heirs or beneficiaries entitled to those assets. First, you might name your estate as the beneficiary. Second, if no named beneficiary survives you, your probate estate may end up as the beneficiary by default. If your probate estate is your beneficiary, several problems can arise. If your estate receives your retirement benefits, the opportunity to maximize tax deferral by spreading out distributions may be lost. In addition, probate can mean paying attorney’s and executor’s fees and delaying the distribution of benefits.

Naming your spouse as a beneficiary

When it comes to taxes, your spouse is usually the best choice for a primary beneficiary. A spousal beneficiary has the greatest flexibility for delaying distributions that are subject to income tax. In addition to rolling over your 401(k) or IRA to his or her IRA or plan, a surviving spouse can generally decide to treat your IRA as his or her own IRA. These options can provide more tax and planning options. If your spouse is more than 10 years younger than you, then naming your spouse can also reduce the size of any required taxable distributions to you from retirement assets while you are alive. This can allow more assets to stay in the retirement account longer and delay the payment of income tax on distributions.

Although naming a surviving spouse can produce the best income tax result, that is not necessarily the case with death taxes. At your death, your spouse can inherit an unlimited amount of assets and defer federal death tax until both of you are deceased (Note: Special tax rules and requirements apply for a surviving spouse who is not a U.S. citizen). If your spouse’s taxable estate for federal tax purposes at his or her death exceeds the applicable exclusion amount, then federal death tax may be due. In other words, one possible downside to naming your spouse as the primary beneficiary is that it may increase the size of your spouse’s estate for death tax purposes, which in turn may result in death tax or increased death tax when your spouse dies.

Naming other individuals as beneficiaries

You may have some limits on choosing beneficiaries other than your spouse. No matter where you live, federal law dictates that your surviving spouse be the primary beneficiary of your 401(k) plan benefit, unless your spouse signs a timely, effective written waiver. Furthermore, if you live in one of the community property states, your spouse may have rights related to your IRA regardless of whether he or she is named as the primary beneficiary. Keep in mind that a non-spouse beneficiary cannot roll over your 401(k) or IRA to his or her own IRA. However, a non-spouse beneficiary can directly roll over all or part of your 401(k) benefits to an inherited IRA.

Naming a trust as a beneficiary

You must follow special tax rules when naming a trust as a beneficiary, and there may be income tax complications. Seek legal advice before designating a trust as a beneficiary.

Naming a charity as a beneficiary

In general, naming a charity as the primary beneficiary will not affect required distributions to you during your lifetime. However, after your death, having a charity named with other beneficiaries on the same asset could affect the tax-deferral possibilities of the non-charitable beneficiaries, depending on how soon after your death the charity receives its share of the benefits.

Here’s some more Investment and Retirement Advice you can count on.

Mar 15

Colaborador, escucha, aprende y actúa para promover la diversidad, la equidad y la inclusión

By Espanol

Por Karin Sarratt, Vicepresidenta Ejecutiva de OneAmerica

(To read in English, click here) Translated by LUNA Language Services

Así como ningún individuo puede prosperar plenamente de forma aislada, nos hace falta a todos (empresas y organizaciones sin fines de lucro que trabajamos juntas) fortalecer nuestras comunidades y hacerlas más inclusivas. En mi experiencia como líder empresarial siendo una mujer de color, considero que ninguna organización puede ser realmente exitosa si no está comprometida a promover la diversidad, la equidad y la inclusión.

Trabajar en el sector de servicios financieros me ha enseñado la importancia de tener seguridad financiera en todas las etapas de la vida y cómo la misma puede aliviar el estrés en los momentos de incertidumbre. Soy afortunada de trabajar para una empresa que abrió paso al fortalecimiento económico y el acceso a la protección y seguridad financieras como herramientas clave de su estrategia de diversidad, equidad e inclusión (DE&I). Estoy agradecida de que mi trabajo con sede en Indiana Central, con una herencia de más de 140 años, valore sus conexiones con la comunidad y se comprometa a trabajar con organizaciones sin fines de lucro con el objetivo de mejorar vidas.

El 2020 nos enseñó que cuando se trata de hacer que nuestros lugares de trabajo sean más diversos, equitativos e inclusivos, debemos cooperar con los demás para juntos lograr avances concretos.

A continuación, hay tres acciones claves que considero que pueden impulsar las colaboraciones entre empresas y organizaciones sin fines de lucro que quieran hacer un progreso real y duradero:

ESCUCHAR: conectarse voluntariamente con el propósito de entender lo que estamos viviendo.

Con todo lo que les tocó afrontar a esta nación y región en 2020, tenemos una extraordinaria oportunidad de lograr avances significativos en nuestras organizaciones y comunidades.

En OneAmerica, con nuestro propio capital humano, escuchamos y participamos a nivel local y nacional.

En medio del enfoque renovado de la nación en cuanto a la injusticia racial, el equipo de liderazgo ejecutivo de OneAmerica llevó a cabo sesiones de escucha con pequeños grupos para comprender mejor las experiencias de nuestros asociados. A finales del año, cada uno de los líderes y asociados de OneAmerica tuvo la oportunidad de participar en una o más sesiones de escucha.

Asimismo, nuestro Director Ejecutivo en conjunto con otros líderes empresariales y comunitarios, dedicó horas a obtener aportes de los residentes locales y organizaciones que compartieron sus opiniones e historias acerca de las barreras y desafíos raciales.

Todas estas voces, y las experiencias detrás de cada una de ellas, ayudaron a moldear nuestra estrategia DE&I.

Nuestro próximo paso en las sesiones de escucha, que ya están en progreso, es llevar a cabo una evaluación integral organizacional para entender cuáles son nuestras áreas de oportunidad, así como nuestras fortalezas. Lo que aprendamos orientará nuestros esfuerzos para la DE&I en el 2021 y más adelante.

Mientras tanto, continuamos participando en los esfuerzos locales, nacionales y regionales para aumentar nuestro impacto, especialmente en la forma en que conectamos con nuestra misión principal de ayudar a las personas a obtener bienestar financiero.

En su organización, puede beneficiarse siendo un oyente voluntario. No dude en preguntar opiniones, puede que se sorprenda lo que oiga.

APRENDER: entender cómo puede colaborar de forma más efectiva para lograr metas comunes.

A lo largo de las décadas, nuestras conexiones con las organizaciones comunitarias nos llevaron a alcanzar beneficios y acciones mutuas. Todos continuamos con este importante trabajo y me emocionan las oportunidades adicionales, sea que se compartan datos, se cree más capital humano, o se ayude a crear un programa de bienestar financiero.

En especial, me emocionan los programas One America Pathways que empezamos en el 2018, en cooperación con distintas organizaciones locales comunitarias. El propósito general es mejorar el bienestar económico individual y crear oportunidades de carreras para las personas en nuestras comunidades locales. Nuestros esfuerzos empezaron con nuestro Sustainable Income Program de Pathways, que les permite a los empleados de OneAmerica que trabajan a tiempo completo recibir un ingreso sostenible de al menos $18 por hora, más atención médica y beneficios de jubilación.

En el 2019, lanzamos el Pathways Junior Fellows Program para construir y fortalecer nuestro capital humano local y mejorar nuestro talento diverso. Al trabajar con organizaciones comunitarias, escogemos a muchos estudiantes y recién graduados de escuelas secundarias locales. Durante el verano, participaron en un programa intensivo personalizado que fomenta la conciencia profesional y la visión empresarial. Aprenden a establecer relaciones, experimentar el seguimiento laboral y ofrecerse como voluntarios en las comunidades, así como crear una presentación final.

El programa pasó a ser virtual en 2020. Además, añadimos un componente de cooperación para los estudiantes universitarios actuales y tenemos planes para seguir creciendo. Consideramos que es un modelo que podría funcionar también para otros empleadores, y colocamos el plan de estudios y la documentación del programa a disposición de todo aquel que esté interesado, sin costo alguno. Visite www.oneamerica.com/pathways para tener acceso a los recursos del programa.

ACTUAR: desarrollar planes de acción enfocados en lo que podemos resolver juntos en el presente.

Luego que haya tenido la oportunidad de escuchar y aprender, utilice estos aportes para moldear una respuesta o plan de acción que sea exclusivo para la cultura de su organización. El mismo enfoque no será suficiente.

Nuestra estrategia de DE&I se basa en la colaboración con organizaciones locales, como United Way de Indiana Central y el compromiso de Business Equity for Indy, así como en alineamientos clave a nivel nacional con el American Council of Life Insurers, ACLI (Consejo Americano de Aseguradores de Vida) y el American College of Financial Services, TAC (Colegio Americano de Servicios Financieros).

Trabajamos con ACLI, TAC y otras organizaciones en un enfoque integrado empresarial para avanzar en el bienestar financiero, lograr un lugar de trabajo y una cultura más inclusiva, y desarrollar capital humano y carreras profesionales. Además, trabajamos en conjunto para realizar las siguientes medidas concretas:

  • Ampliación de la capacitación económica, lo que incluye ayudar a crear un trayecto de educación financiera que llegue a las personas desatendidas donde sea que estén y los inspire a actuar, y colaborar con TAC para utilizar su plan de estudios para un impacto significativo en la comunidad.
  • Mayor acceso a una seguridad y protección financiera razonable. Apoyamos al ACLI en la promoción de cambios reglamentarios que eliminen la posible discriminación en la entrega de nuestros productos.
  • Eliminación de los obstáculos innecesarios que impiden a las personas de color tener licencia o trabajar en el sector de seguros. Además, apoyamos los esfuerzos del ACLI para que las licencias sean más inclusivas.

    Es un momento emocionante para promover la diversidad, equidad e inclusión. No puedo esperar para ver los resultados de nuestras colaboraciones a medida que avanzamos de la mano en el 2021.

Karin Sarrat es Vicepresidenta Ejecutiva de OneAmerica, proveedora de planes de servicios de jubilación con sede en Indianápolis, que incluye a las organizaciones exentas de impuesto, así como a las de seguros de vida, productos de cuidado prolongado y beneficios para los empleados. Karin dirige las siguientes áreas de OneAmerica: recursos humanos, comunicaciones y mercadotecnia, asuntos comunitarios y estrategia empresarial.

Mar 15

Make Bring Your Own Device (BYOD) practices easy and secure

By Sponsor Insight

Save your organization a collective headache with software and hardware that make remote work easier, safer, and more secure.

by Cody Lents, partner and change manager, COVI, Inc.

With nearly 42% of the American workforce continuing to work remotely, you’ve undoubtedly had firsthand experience with an unreliable home connection, or tried connecting with a peer who has had challenges. A normally fine broadband connection can suddenly come to a grinding halt when family members and neighbors all sign on for remote work and school.

The easy solution? Higher speeds and more bandwidth. Unfortunately, that is not always available. The best alternative? A dedicated hotspot.

Establishing a reliable home connection
While mobile hotspots work great in a pinch to provide connectivity when and where you need it, a dedicated hotspot device can offer even more capability — allowing you to tap into organizational resources via a VPN pass-through, and options that enable users to block devices and “whitelist” media access control (MAC) for added security. Additionally, it allows you to make calls and use the data connection on your phone without draining its battery as a hotspot.

The Skyroam Solis (to leverage AT&T and T-Mobile networks) and Verizon JetPack are two great examples of a dedicated device that will ensure your team never experiences a glitchy, lagging Zoom call again.

Securing personal devices for work
An IBM Survey found that 53% of remote workers are on a Bring Your Own Device (BYOD) policy, using their personal devices for work. However, about 61% of respondents say their employer provided no tools on how to properly secure those devices. The use of personal devices for work puts your organization’s data at risk of cyber-attack.

Implementing a security infrastructure, such as a VPN or gateway is the best investment your organization can make to ensure the safety and security of your technology:

Virtualized remote services
Solutions like Microsoft’s RDS/Published Apps, Citrix, or AWS’ App Stream, enable organizations to allow their employees remote and secure access to their infrastructure’s resources. By tapping into their physical office PCs, employees have access to all the applications, data and resources they need to do their work — eliminating the need for any other virtual desktops/applications to accommodate teleworking. Virtualized Remote Access can provide aa safe, secure option for all.

Alternatively, Amazon offers two options that facilitate connection to your dedicated digital infrastructure via its IT management subsidiary, Amazon Web Services (AWS):

Virtual Private Networks (VPNs), such as the AWS-managed VPN, enable you to create an encrypted connection over the public Internet between a private Amazon cloud and your organization’s infrastructure, allowing for the application of your existing security policies.

VPNs are a convenient connectivity option for smaller organizations just beginning with AWS, though utilizing public internet can present some security concern for those looking to better protect their data. However, such security policies are invasive and can cause issues and confusion if connected to BYOD devices without clearly articulated and accepted company policies.

AWS-Direct Connect bypasses public Internet and establishes a secure connection from your organization’s infrastructure into AWS by connecting an Ethernet cable from your router into another AWS Direct Connect router. This option is great for organizations that are seeking secure, ultra-low latency connectivity. Though the process can be more involved, Direct Connect provides a predictable network performance and 60% cost savings.

Questions?
If you need assistance making remote work smoother for your organization, reach out to COVI at cody@gocovi.com for help. COVI is an Information Technology (IT) agency specializing in productivity, security, support and strategy services, located in Indianapolis, Indiana.

Mar 15

Una iglesia local transforma un vecindario desatendido del Este mediante un plan estratégico de desarrollo económico

By Espanol

La Eastern Star Church anuncia el comienzo de la construcción de una instalación de 60,000 pies cuadrados, que forma parte de la segunda fase de su ROCK Initiative

por Shari Finnell, editora/escritora, Not for Profit Newsletter

(To read in English, click here) Translated by LUNA Language Services

Cuando se compara la habitabilidad de un vecindario, es fácil dejarse llevar por las cifras: el índice de criminalidad, las puntuaciones de las escuelas, el valor de las viviendas, las vías peatonales… o las millas hasta la tienda de comestibles más cercana. Es probable que los cazadores de casas comparen cuidadosamente estas calificaciones, sabiendo que pueden repercutir en la calidad de vida de una familia después de la mudanza.

Sin embargo, muchos residentes de algunas de las comunidades más empobrecidas de la ciudad no pueden tomar ese tipo de decisiones. Con un número importante de personas con recursos económicos limitados, mudarse no es una opción.

Jeffrey A. Johnson, Sr., conoce muy de cerca uno de esos vecindarios: la comunidad de Arlington Woods, situada en el código postal 46218, una zona que se ha visto asolada por los altos índices de delincuencia, las elevadas tasas de desempleo, los altos índices de abandono escolar y, más recientemente, un gran número de contagios por COVID-19.

Johnson, que creció en este barrio antes de ir a la universidad, regresó a los 24 años para convertirse en el pastor de la Eastern Star Church (ESC), que tiene tres sedes, incluida la principal en el 5750 E. 30th St., en el corazón de la comunidad 46218.

Bajo el liderazgo de Johnson durante 33 años, la iglesia invirtió continuamente en la comunidad a través de una despensa de alimentos, viviendas asequibles, inversiones financieras en las escuelas locales, ferias de salud, voluntariado, tutoría y otros programas. En 2017, Johnson se unió a los miembros de la ESC para anunciar el lanzamiento de The ROCK Initiative, un plan más completo para invertir en la comunidad. The ROCK Initiative se basa en cuatro pilares: vivienda asequible, comunidad fuerte, educación de calidad y seguridad financiera.

Como parte de la fase I, la iglesia renovó y construyó viviendas unifamiliares, creó un jardín urbano y construyó un complejo multiuso con 25 unidades de apartamentos y espacios comerciales ocupados por una cooperativa de crédito, una tienda de comestibles y proveedores de servicios sociales. La iniciativa recibió el apoyo de numerosos socios de la comunidad, como INHP, Habitat for Humanity, The Mind Trust, Financial Health Federal Credit Union, Community Health y Eskenazi Health.

Hoy anunció otra fase importante en el cumplimiento de su visión de una comunidad transformada: el desarrollo del Centro Comunitario ROCK para niños y jóvenes, y una instalación de 60,000 pies cuadrados que proporcionará a los estudiantes un entorno seguro para estudiar, aprender nuevas habilidades y participar en actividades recreativas y de desarrollo.

Tihesha Henderson, directora de la Sankofa School of Success, antes IPS School 99, dijo que la inversión en los jóvenes del área 46218 será duradera. “A lo largo de los años, la comunidad ha cambiado mucho”, afirmó Henderson, quien también creció en la comunidad. “Muy rápidamente pasó de ser una zona de clase media a una zona improvisada”.

La comunidad, con una población que en su gran mayoría es afroamericana, ha estado desempleada y extremadamente desatendida por mucho tiempo, añadió Henderson.

“No solo hay muchos traumas y mucha pobreza, sino que vemos muchos problemas de salud mental en esta comunidad”, comentó. “También es un desierto cuando se trata de negocios como bancos, tiendas de comestibles y apoyo a la salud mental de nuestras familias. No hay muchos lugares a los que nuestras familias pueden acudir para conseguir un empleo”, dijo. “Así que, cuando se tienen en cuenta todas esas cosas, sabemos que las necesidades de nuestros estudiantes van a ser grandes”.

The ROCK Initiative se ha mostrado prometedora y ha llenado de esperanza a los residentes de esta área, declaró Henderson. “Depende de nosotros eliminar los sistemas de opresión que afectan todos los días a nuestros niños de color, y podemos hacerlo a través de la equidad y los recursos en nuestro vecindario”.

Mar 15

Local church transforms neglected Eastside neighborhood through strategic economic development plan

By Feature

Eastern Star Church announces the groundbreaking of a 60,000-square-foot facility — part of Phase II of its ROCK Initiative

by Shari Finnell, editor/writer, Not for Profit Newsletter

(Para leer en español, haga clic aquí) Translated by LUNA Language Services

When comparing the livability of a neighborhood, it’s easy to quickly get caught up in numbers — crime rate, school scores, home values, walkability scores … or miles to the nearest grocery store. House hunters are likely to carefully compare these ratings, knowing that it can impact the quality of their family’s lives after a move.

However, many residents in some of the city’s most impoverished communities can’t make those types of choices. With a significant number challenged by limited financial resources, moving isn’t an option.

Jeffrey A. Johnson, Sr., is intimately familiar with one of those neighborhoods — the Arlington Woods community, which is located in the 46218 ZIP code — an area that has been blighted by high crime rates, high rates of unemployment, high student dropout rates and, more recently, high rates of COVID-19 infection.

Johnson, who grew up in this neighborhood before going off to college, returned at the age of 24 to become the pastor of Eastern Star Church (ESC), which has three campuses, including its Main Campus at 5750 E. 30th St., in the heart of the 46218 community. Under Johnson’s 33-year leadership, the church continually invested in the community through a food pantry, affordable apartment housing, and financial investments in local schools, health fairs, volunteering, mentoring and other programs.

In 2017, Johnson joined members of ESC in announcing the launch of The ROCK Initiative, a more comprehensive plan for investing in the community. The ROCK Initiative is built on four pillars — affordable housing, strong community, quality education and financial security.

As part of Phase I, the church renovated and built single-family homes, developed an urban garden, and constructed a multi-use complex with 25 apartment units and retail space occupied by a credit union, a grocery store and social service providers. The initiative received support from numerous community partners, including INHP, Habitat for Humanity, The Mind Trust, Financial Health Federal Credit Union, Community Health, and Eskenazi Health.

Today, it announced another major phase in accomplishing its vision for a transformed community — the development of the ROCK Children and Youth Center (RCYC), a 60,000-square-foot facility that will provide students a safe environment to study, learn new skills, and engage in recreational and developmental activities.

During a groundbreaking ceremony, Johnson said The ROCK Initiative was launched to address inequities in the Eastside neighborhood.

“For too long, in this particular area, resources have not come through. We have had to deal with an economic desert, a food desert, an employment desert, and a quality education desert … which is one of the reasons, as led by God, we decided to start the ROCK Initiative,” Johnson said. “The ROCK Initiative allows us to partner up and collaborate with neighborhood, businesses, government and those who have a heart for community to make a difference. And the ROCK Children and Youth Center will help us continue our vision for a strong, safe and vibrant community so that all of our children are able grow and develop in a way God that intended them to.”

Jeff Bennett, Deputy Mayor of Community Development, told those gathered at the groundbreaking that the center represents a much-needed addition for the Eastside neighborhood, which he described as “one of the city’s most under-appreciated and under-recognized areas.”

“When we talk about community development in Indianapolis, it’s important that we recognize the work of our congregations,” said Bennett, citing the church’s investment in the neighborhood. “Eastern Star has led the way for more than 100 years. You recognized and fulfilled critical needs in affordable housing, banking and credit, food access and educational opportunities.”

Brandon Brown, CEO of The Mind Trust, which supported the opening of Rooted School Indianapolis, a high school located on the church’s main campus on East 30th Street, said that the ROCK Initiative can serve as a model for transforming neighborhoods. “With its comprehensive approach to education — with a pre-K to grade 12 continuum as one of the four major pillars, The ROCK Initiative can serve as a model of what’s possible when we think of a multi-faceted approach to uplift a community with education at the core.

“I believe that we will come back in 10 years and see this as a model of racial equity and social justice for our entire city that will serve as a shining example of what’s possible when we come together,” Brown added.

Tihesha Henderson, the Head of School at Sankofa School of Success, formerly IPS School 99, said the investment in youth in the 46218 area will be long lasting. “Over the years, the community has changed greatly,” said Henderson, who also grew up in the community. “It went from a middle-class area to an improvised area very quickly.”

The community, with an overwhelmingly African American population, has been largely unemployed and grossly underserved, Henderson added.

“Not only is there high trauma and high poverty, we see a lot of mental health issues in this community,” she said. “It’s also a desert when it comes to businesses like banks, grocery stores, and mental health support for our families. There are not a lot of places that our families can go to be employed,” she said. “So, when you factor in all of those things, we know that the needs of our students are going to be great.”

The ROCK Initiative has shown promise in giving the residents of this area hope, Henderson said. “It’s up to us to eliminate the systems of oppression that affect our black and brown kids every day, and we can do that through equity and resources in our neighborhood.”

Mar 08

Partner, listen, learn and act to advance diversity, equity and inclusion

By Sponsor Insight

By Karin Sarratt, executive vice president, OneAmerica

(Para leer en español, haga clic aquí) Translated by LUNA Language Services

Just as no individual can fully thrive in isolation, it takes all of us — businesses and non-profits working together — to strengthen our communities and make them more inclusive. As a Black woman and experienced business leader, I believe no organization can truly succeed unless it’s committed to diversity, equity and inclusion.

Working in the financial services industry has taught me the importance of financial security at all stages of life, and how it can ease the stress of uncertain times. I’m fortunate to work for a company that has made expanded economic empowerment and access to affordable financial security and protection key parts of its diversity, equity and inclusion (DE&I) strategy. I’m grateful that my Central Indiana-based employer, with a heritage of more than 140 years, treasures its community connections and is committed to working with nonprofit organizations to improve lives.

2020 has shown us that when it comes to making our workplaces and communities more diverse, equitable, and inclusive, we must cooperate with others to make concrete advancements together.

Here are three key actions I believe can propel collaborations between businesses and nonprofit organizations that want to make real, lasting progress:

LISTEN: Intentionally connect for the purpose of understanding what we’re all experiencing.

With all that this region, and the nation, faced in 2020, we have an extraordinary opportunity to make significant advancements in our organizations and communities.

At OneAmerica, we’ve been listening and participating at the local and national levels, and with our own workforce.

In the midst of the nation’s renewed focus on racial injustice, the OneAmerica executive leadership team conducted small-group listening sessions to better understand the experiences of our associates. By year-end, every OneAmerica leader and associate had an opportunity to participate in one or more listening sessions.

Our CEO also spent hours, in partnership with other business and community leaders, gaining inputs from local residents and organizations who shared their thoughts and stories about racial challenges and barriers.

These many voices, and the experiences behind each voice, have helped to shape our DE&I strategy.

Our next step in listening, already underway, is conducting a comprehensive organizational assessment to understand our areas of opportunity as well as our strengths. What we learn will inform our DE&I efforts in 2021 and beyond.

Meanwhile, we continue to participate in local, regional and national efforts to maximize our impact, particularly in ways that connect with our core mission of helping people achieve financial well-being.

At your organization, you may also gain insight from being an intentional listener. Be willing to ask for input — you may be surprised by what you hear.

LEARN: See how to partner more effectively to achieve common goals.

Over the decades, our connections with community organizations have led to many mutually beneficial insights and actions. As all of us continue this important work, I’m excited about additional opportunities — whether it’s sharing data, creating workforce pipelines or helping deliver financial wellness programming.

I’m especially excited about the OneAmerica Pathways programs we began in 2018 in cooperation with several local community organizations. The overall goal is to improve individual economic well-being and create career opportunities for people in our home communities. Our efforts began with our Pathways to a Sustainable Income Program, which enables all full-time OneAmerica employees to earn a sustainable income of at least $18 an hour, plus health care and retirement benefits.

In 2019, we debuted the Pathways Junior Fellows Program to build and strengthen our local workforce and improve our pipeline of diverse talent. Working with community organizations, we choose several high school students and recent high school graduates from local schools. Over the summer, they participate in an intense custom curriculum that builds career awareness and business acumen. They learn to network, to experience job shadowing and community volunteering, and to create a capstone presentation.

The program went virtual in 2020. We also added a co-op component for current college students, and we have plans to continue scaling up. We think it’s a blueprint that might work for other employers, too, and we’ve made the curriculum and program documentation available at no cost to anyone who’s interested. Visit www.oneamerica.com/pathways to access program resources.

ACT: Develop action plans focused on what we can solve together today.

After you’ve had the opportunity to listen and learn, use these insights to shape a response or action plan that’s unique to the culture of your organization. A cookie-cutter approach won’t suffice.

Our DE&I strategy is informed by collaboration with local organizations, such as United Way of Central Indiana, and the Business Equity for Indy pledge as well as key alignments nationally with the American Council of Life Insurers (ACLI) and The American College of Financial Services (TAC).

We’re working with ACLI, TAC and others on an integrated industry approach to advancing financial wellness, achieving a more inclusive workplace and culture, and workforce and career development. In addition, we’re working together on specific steps toward:

  • Expanded economic empowerment, including helping create a financial-education journey that meets underserved people where they are and inspires action, and collaborating with TAC to use its curriculum for significant community impact.
  • Increased access to affordable financial security and protection. We’re supporting the ACLI in promoting regulatory changes that eliminate potential discrimination in the delivery of our products.
  • Removal of unnecessary barriers to the ability of people of color to become licensed by or employed with the insurance industry. We also support ACLI efforts to make licensing more inclusive.

It’s an exciting time to advance diversity, equity and inclusion. I can’t wait to see what our collaborations lead to as we move forward in 2021 together.

Karin Sarratt is an executive vice president with OneAmerica, an Indianapolis-based provider of retirement plan services, including for tax-exempt organizations, as well as life insurance and long-term-care products, and employee benefits. Karin leads the following OneAmerica areas: human resources, marketing and communications, community affairs, and enterprise strategy.

Mar 01

Herramientas para agilizar la filantropía en 2021: Prepara las bases para el éxito de la recaudación de fondos

By Espanol

(To read in English, click here) Translated by LUNA Language Services

Por Angela E. White, ejecutiva de recaudación de fondos certificada (Certified Fund Raising Executive, CFRE), consultora sénior y directora ejecutiva (Chief Executive Officer, CEO), Johnson, Grossnickle and Associates

Desde marzo de 2020, nuestro lema en JGA ha sido “la generosidad no se ha perdido”. Hemos perdido muchas cosas en nuestras vidas por la pandemia, pero la generosidad no es una de ellas. Los donantes no han dejado de compartir sus dones de tiempo, talento y valores. Hemos sido testigos de esta generosidad para apoyar las campañas, días de donaciones y operaciones en curso, así como un compromiso continuo con el voluntariado; aunque el formato ha cambiado a un mundo virtual.

¿Qué significa esto para el 2021? Mientras esperas seguir cultivando el apoyo filantrópico para su misión de 2021, ¿qué harías para preparar las bases para continuar con la generosidad?

En un blog reciente, publicado por la Escuela de Filantropía Familiar Lilly de la Universidad de Indiana, se pueden encontrar 10 consejos para recaudar fondos en 2021. Entre estos consejos se encuentran buscar nuevas formas de colaborar, crear una comunidad virtual, involucrar a todos sus donantes y, mi favorito, acoger el optimismo. También enfatizan la importancia de seguir recaudando fondos. Como se indica en el artículo, “tu causa sigue siendo digna. Tu trabajo sigue siendo impactante. Aquellos con quienes trabajas todavía tienen necesidades”.

En JGA, incluiríamos las siguientes medidas como maneras clave de agilizar sus objetivos en 2021 y estimular la generosidad para tu organización:

  1. Crea planes a corto plazo para generar un impacto a largo plazo. ¿Tus estrategias institucionales e iniciativas de desarrollo se adaptan a tu entorno cambiante? ¿Has revisado tu plan estratégico actual en virtud de las lecciones aprendidas debido a la pandemia? Tómate el tiempo ahora para asegurarte de que los planes que orientan tu organización y tu operación de desarrollo sean relevantes en este nuevo entorno y apoyen tu plan estratégico.
  2. Concéntrate en tus mejores prospectos e involucra a nuevos donantes. ¿Has recalibrado tus carteras de donantes para 2021? ¿Estás logrando captar nuevos prospectos en un mundo virtual o híbrido? Optimiza tus carteras para que tu equipo se concentre en los prospectos adecuados para recaudar más dinero para tu misión. Debido a los cambios de personal, muchas organizaciones también deberán crear un plan para incorporar nuevos oficiales de desarrollo o carteras de transición. Las organizaciones sin fines de lucro que consiguieron nuevos donantes a partir de iniciativas especiales de recaudación de fondos para la pandemia en 2020, deben crear planes para administrar estas relaciones y retener su apoyo continuo en el futuro.
  3. Recopila información estratégica para tomar decisiones informadas. ¿Estás pensando en crear un servicio nuevo, plan de comunicación o metodología de recaudación de fondos para este año? Primero debes involucrar a tus integrantes y recopilar la información crítica necesaria antes de tomar estas decisiones y lanzar una empresa nueva. Involucra a tus grupos de participantes actuales y potenciales en un proceso de recopilación de información de múltiples etapas. Los datos que recibas durante esta etapa de contribución crucial pueden ayudarte a tomar decisiones informadas y evitar errores costosos.
  4. Concéntrate en optimizar los datos de tus donantes. ¿Los recursos de tu personal están alineados para involucrar a tus mejores prospectos en el inicio del proceso? Los datos optimizados de los prospectos pueden ayudarte a segmentar mejor tu base de donantes y concentrar tus esfuerzos en aquellos prospectos con más probabilidades de hacer una donación a corto plazo. Cuando combinas los datos basados en la capacidad y en el compromiso con herramientas como Acuity®, obtienes información capaz de identificar rápidamente a tus mejores prospectos.

JGA está aquí para ayudarte a evaluar tu preparación en una o más de estas áreas y a acelerar tus objetivos para 2021. Incluso hemos reunido paquetes de servicios especiales que se pueden implementar rápidamente y con una ganancia de inversión alta para ayudar.

¡Por un gran año!

Mar 01

Tools to Fast Track Philanthropy in 2021: Set the Stage for Fundraising Success

By Sponsor Insight

(Para leer en español, haga clic aquí) Translated by LUNA Language Services

By Angela E. White, CFRE, Senior Consultant and CEO, Johnson, Grossnickle and Associates

Since March 2020, our motto at JGA has been “generosity is not cancelled.” So many things in our lives have been cancelled due to the pandemic, but generosity is not one of them. Donors have not stopped sharing their gifts of time, talent, and treasure. We have seen this generosity in support of campaigns, days of giving, and ongoing operations, as well as a continued commitment to volunteerism – although the format has changed in a virtual world.

What does this mean for 2021? As you look toward continuing to raise philanthropic support for your mission in 2021, what will you do to set the stage for generosity to continue?

A recent blog posted by the Indiana University Lilly Family School of Philanthropy offers 10 Tips for Fundraisers in 2021. Among these tips are finding new ways to collaborate, creating community virtually, engaging all of your donors, and – my personal favorite – embracing optimism. They also stress the importance of continuing to fundraise. As stated in the article, “your cause is still worthy. Your work is still impactful. Those you serve are still in need.”

At JGA, we would add the following steps as key ways to fast track your goals in 2021 and spur generosity for your organization:

  1. Create short-term plans for long-term impact. Are your institutional strategies and development initiatives tailored to your changing environment? Have you revised your current strategic plan in light of lessons learned from the pandemic? Take time now to ensure the plans that guide your organization and your development operation are relevant in this new environment and support your strategic plan.
  2. Focus on your best prospects and engage new donors. Have you recalibrated your donor portfolios for 2021? Are you successfully engaging new prospects in a virtual and/or hybrid world? Optimize your portfolios so your team is focused on the right prospects to raise more money for your mission. Many organizations will also need to create a plan to on-board new development officers and/or transition portfolios as a result of staffing changes. Nonprofits that acquired new donors from special pandemic fundraising initiatives in 2020 need to create plans to steward these relationships and retain their ongoing support in the future.
  3. Gather strategic intelligence to inform decision making. Are you contemplating the creation of a new service, communications plan, or fundraising methodology this year? You should first engage your constituents and gather the critical information needed prior to making these decisions and launching a new venture. Engage your current and prospective constituency groups in a multi-pronged information-gathering process. Data you receive during this crucial input stage can inform your decision making and avoid costly missteps.
  4. Focus on streamlining your donor data. Are your staff resources aligned to engage your best prospects early in the process? Streamlined prospect data can help you better segment your donor base and focus your efforts on those prospects most likely to make a gift in the short term. When you combine data based both on capacity and engagement using tools like Acuity® you get actionable intelligence that identifies your best prospects quickly.

JGA is here to help you assess your readiness in one or more of these areas and assist you in fast tracking your goals for 2021. We’ve even put together special service packages that can be implemented quickly and with a high return on investment to help.

Here’s to a great year!

Feb 23

Developing a shock leadership style that guides your organization during a pandemic

By Sponsor Insight

by Sara M. Johnson, FACHE

Leadership theories have been around for many years and are often based on societal norms and the evolution of how people prefer to work. We’ve had the Great Man Theory, Trait Theory, Contemporary Theories, Contingency Theories, and more.

The most recent theory being studied is Shock Leadership Theory. This latest theory is based on the leadership behaviors that are necessary to lead during the pandemic and other volatile, uncertain, chaotic, ambiguous situations — known as VUCA situations — we may face as leaders.

In 2007, Warren Bennis said he thought that two of the primary threats to world stability were leadership in the context of increased globalization and pandemics. As it turns out, he was correct. When he made that statement 13 years ago, he had no way of knowing that these two would intersect the way they have in 2020 nor that the Shock Leadership Theory would emerge.

While leadership theories continue to emerge, they tend to focus on the behaviors that leaders should exhibit. Our own leadership development pursuits lead us to programs that help us discover ways in which we can behave differently as leaders — how to be more empathetic, how to be more authentic, and how to lead with courage.

But what is it that drives our behaviors? Those behaviors are driven by who we are at our core — our values, our purpose, our heart. So, here is a question for you: Have you recently assessed your leadership core?

I expect many would answer that question with a yes. The pandemic, for all its challenges, has caused many leaders to become more thoughtful about what really matters in life. Leaders are reflecting on who they are, not just what they do.

Our values and who we are at our core drive our behavior and guide us to behave ethically, empathetically, and authentically. When VUCA situations arise, it is our values that are challenged and cause us to ask ourselves, “How should I lead in this situation?” Without clearly knowing our values and the direction those can provide, we can find ourselves adrift trying to navigate the waters of chaotic or uncertain organizational realities.

Our leadership experts at IU Executive Education have created the Holistic Leadership Series that is designed to be an individually transformative process. The series will feature one two-hour webinar on the fourth Wednesday of each month, beginning March 24 and ending Oct. 27. Beginning with the topic of “heart and spirit,” this global series examines a person’s core values, how those have developed over time, and how those values can serve them as they lead. Other topics will include embracive thinking, relational dynamics, and operational leadership.

We know transformative leaders are necessary in today’s unpredictable environment. To respond to this critical need, we have worked to ensure our global series will allow participants to interact with leaders from around the world and still be affordable for executives of all levels. The cost for this eight-part series is just $600. To find out more about the Holistic Leadership Series and to pre-register, visit the IU Executive Education website.

For more information about IU Executive Education, call 317-274-3418 or contact Sara Johnson directly via email.


To find out more about the Holistic Leadership Series and to pre-register, visit the IU Executive Education website.
IU Executive Education Holistic Leadership Series
2-hour webinar
4th Wednesday of each month, March 24-Oct. 27

Pre-register