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Jul 08

Navigating Career Growth in the Nonprofit Sector

By Feature

by Charitable Advisors

The nonprofit sector, with its rich tapestry of causes and missions, offers a landscape of immense career growth for those who are passionate about making a difference. For those driven by a desire to contribute to the greater good, the journey within this sector is not just a career path but a lifelong commitment to fostering positive change. Yet, beyond the noble pursuit of societal betterment, there lies a dynamic environment filled with opportunities for professional advancement. Here are some strategies to help you navigate your career growth in the nonprofit sector.

Setting Clear Goals

Embarking on a career in the nonprofit sector requires setting clear, achievable goals. Begin by defining your career objectives and envisioning where you see yourself in the next five to ten years. Are you aiming to become a program director, a development officer, or perhaps a policy advocate? Once you have a clear vision, create a roadmap for achieving these goals. Break down your long-term objectives into smaller, manageable tasks and milestones. Regularly assess your progress and be prepared to adjust your goals as needed. The path to success is seldom a straight line; adaptability and resilience are key.

Seeking Feedback

Actively seeking feedback is crucial for personal and professional growth. Constructive criticism from supervisors, peers, and mentors can provide invaluable insights into your strengths and areas for improvement. Make it a habit to solicit feedback regularly, and more importantly, act on it. Embrace a growth mindset where you view challenges and setbacks as opportunities to learn and evolve. By being open to feedback, you can continuously refine your skills and enhance your performance.

Taking Initiative

In the nonprofit sector, taking initiative can set you apart and demonstrate your commitment and capability. Volunteer for new projects, propose innovative ideas, and don’t hesitate to step into leadership roles when the opportunity arises. Being proactive not only showcases your enthusiasm and dedication but also allows you to gain diverse experiences and build a robust skill set. The willingness to go above and beyond your defined role can lead to new opportunities and career advancement.

Establishing Thought Leadership

Positioning yourself as a thought leader in your area of expertise can significantly enhance your career prospects. Share your knowledge and insights by writing articles, speaking at events, and engaging in discussions on social media. Contributing to industry publications, creating learning opportunities, and/or hosting webinars are excellent ways to establish your voice and build your name and work in the sector. By sharing your expertise and experiences, you can build credibility, expand your network, and open doors to new opportunities.

Staying Informed

The nonprofit sector is always evolving with new trends and challenges. Staying informed about industry developments is crucial for staying relevant and competitive. Regularly read industry publications, attend webinars, and participate in professional development opportunities. Engage in continuous learning through courses and certifications relevant to your field. By staying informed, you can anticipate changes, adapt to new realities, and position yourself as a forward-thinking professional.

Building a Strong Professional Network

Networking is a vital component of career growth in the nonprofit sector. Building a strong professional network can open doors to new opportunities, collaborations, and mentorship. Engage with industry peers by attending conferences, workshops, and networking events. Join professional associations to connect with like-minded individuals and access valuable resources. Volunteering with other organizations can also expand your network and provide new perspectives and experiences. A robust network can support your career growth and provide a platform for sharing knowledge and resources.

Investing in Continuing Education

Continuing education is crucial for staying current and advancing your career. Many nonprofits offer training programs, workshops, and seminars for professional growth. Pursuing formal education and certifications, such as nonprofit management courses, grant writing workshops, or digital marketing training, can enhance your skills and credentials. Leadership development programs can prepare you for higher roles. Investing in education helps you stay ahead and position yourself for career advancement.

Embracing the Opportunities

The journey in the nonprofit sector is one of continuous learning, growth, and contribution. By following these strategies, you can unlock your full potential and make a significant difference in the communities and causes you are passionate about.

Jun 24

Want Leaders in Community Development? Develop a New Hiring Strategy

By Feature

By Amandula Anderson, executor director of IFF Indiana Region

It’s easy to stick to the tried-and-true pipeline when hiring for community development roles. But forming connections with people from different industries and generations can make our teams stronger.

Do you ever wonder what the next era in community development looks like? In my 20-plus years in the field, I have been privileged to work with an array of professionals with backgrounds in the arts, architecture, construction, psychology, accounting, and development. What has always intrigued me is that even though we have such diverse backgrounds, we still come together for the greater good: to build parks, housing, and streetscapes, and for community empowerment. As I look out into the field now, I still recognize those same skill sets, yet whenever I see job postings, I see that we typically seek the same type of candidate, and that postings lag for months looking for the “right” person. It makes me wonder if we are holding ourselves back in community development because we aren’t reaching deeper into our communities to find talent.

As a leader who has sought talent at many jobs, I find myself leveling up my search criteria. No longer am I just looking for someone with a nonprofit background. I seek out people who bring a new perspective that will build on the experience of the team. For example, emerging professionals who attend business networking events. They are likely there to build their current careers—but selfishly, I want to show them how much more rewarding the same technical skills can be when used with a community development purpose! Recently I met woman who was a branch manager for a local bank at one of these events. As she asked questions about my role, I could see the lights turned on for her. She later reached out to me about a role that she found interesting at a CDFI, still working with small businesses, but providing technical assistance to help owners become loan-ready. The time and energy she put into underwriting loans is now spent giving advice and support to clients she may have never encountered at her bank.

With this in mind, I am sending a call to action to my fellow leaders to think differently about recruitment. We have to start reaching outside the standard networks of conscientious community leaders to recognize the potential of people who have never been exposed to the true rewards of this field. While this may seem contrary to what you’ve previously been told, I promise it will lead to engaged, passionate, curious teams. Below I outline some key ways to cultivate a diverse, multigenerational team that will be the future of community development.

Create Active Relationships

Perusing your LinkedIn, you are likely to find a few interesting connections. What if you invited one of them to coffee, not with hiring in mind, but just to get to know them? In an interview, we are focused on a set of skills or technical expertise to align with a specific job—but if we just spent time learning what makes someone tick, how much more might we discover? Use your early morning coffees or afternoon teas to engage with someone you might have nothing in common with on the surface. Seek out connections who challenge your thinking about what the “right” age, education, or experience are for community development. Research shows that multigenerational teams have a positive impact on long-term success and growth for a company, but in order to cultivate a multigenerational team you must look outside your circle. Older candidates can bring vast experience from their life and work, complementing the younger generation’s new perspective and ideas.

I once met a young woman in the construction field and asked her to lunch so I could learn more about her. I was looking to fill a new role and took several people out to lunch to learn if they might fit. Her first question to me was, “Why did you think I might be a good person for your role, I’m in construction, not real estate?” Construction IS real estate, but it struck me—if she saw her work through a wider lens, maybe she would be more open to new opportunities that build on her current strengths and challenge her. Sometimes people get caught up in the corporate world, looking for a path to more meaningful work, and it is our duty to guide them. All the talents and skills needed to succeed at a for-profit job—such as being analytical, customer-centered, and organized—are exactly what is needed to succeed in the nonprofit sector. Often folks just need someone already in the field to highlight this.

Level up Job Postings

Oftentimes people can’t see themselves doing the work because the job description has industry talk, specialized educational requirements, or work experience that someone outside the field can’t relate to. Consider adding language such as, “the ideal candidate enjoys helping others” or “seeking candidates that are eager to help create solutions to…” Ask your current team their “why” in this career and use this language to share how a job at your organization can be fulfilling. Rewrite job descriptions to match the actual work and not be hyper-focused on certain degrees or certifications. Call out duties, such as “the opportunity to work one-on-one with a client” or “help us implement a grant to create more homeownership in the community.” Help candidates see themselves in the work. Further, as you seek out candidates, consider posting roles in new places like the local business magazine and young professionals job boards and networking groups.

Be Willing to Coach Up

I’ve often heard people say they don’t want to be a mentor because it takes too much time and effort. The truth is that one mentor cannot be all things to anyone. I have found that the people who have been willing to spend time with me on my journey each hold a special characteristic that I value and want to emulate. It’s a mistake to think of coaching as a job; it can be a fulfilling part of your career. Seeing someone reach a goal they never thought possible gives me so much joy.

I love to see others win! Coaching goes two ways. When I take the time to learn more about an industry or profession, it helps me to see how community development connects to the world around me. Get to know not just the person, but also the work they do. It will make a more compelling case for why they should consider our field when you can make connections and use examples. The lessons you have learned as a professional can’t be taught in a classroom. Share your perspective on what’s happening in the news or your work and life experiences—this helps to build character in both of you and opens you up to different ways of thinking.

Remember, when you bring in someone new to the industry, it typically takes six to 12 months for them to learn what they are supposed to be doing. Every single person on my team has heard me say, “You are where you are supposed to be for the length of time you have been doing this work; here’s where you can focus next.” By providing encouragement and direction, you are being empathetic and building them up. Coaching may not come naturally, which is why investing in tools may help, such as understanding DiSC styles, learning to manage up and down, and the art of deep listening. And lastly, know when to make a quick referral and follow up. There is always someone smarter than you on a specific topic. Share your network.

Keep Engaged Even After Hiring

The work doesn’t end by just bringing in new, diverse talent. Forming a team is one part of the job, but supporting the individuals on that team is another. The community development profession often requires a lot of someone, like grant writing, stakeholder engagement, and assessing financial feasibility. Take explicit efforts to support that individual in succeeding. In practice, this may look like scheduling 30-minute one-on-ones, grabbing coffee or lunch to chat, driving to a meeting or function together, asking them to sit in on a meeting that has nothing to do with their current role so they can see how the overall organization functions, or pairing two people with different skill sets to work together to find solutions. When we strategically open up our world of work, we share in our fulfillment in the work and people are able to envision themselves in it.

Lastly, I think that we can all agree that community development is hard. It takes someone who is willing to mix their passions with technical skills. Have you ever tried to build a capital stack? It’s like making lasagna, only you have to keep running back to the store because you forgot an ingredient. For us to answer real-world problems we need to continuously evolve how we develop solutions in community development. This requires challenging ourselves to seek people with diverse skills and abilities who have a desire to make a difference. It is possible to have a work life that excites you—which this field does for me nearly every day.

This article was original published in Shelterforce.

Jun 17

Continuing Impact: Reflections on the ‘Work for a Nonprofit, Make a Difference’ Campaign

By Feature

by Chelsea Ohlemiller, Director of Community & Content
While the initial launch of the “Work for a Nonprofit, Make a Difference” campaign is wrapping up, the theme of this campaign will continue indefinitely.

Through the initial fifty day campaign to attract staff to nonprofit roles, we’ve been able to see some important impacts.

  • 15+ organizations were highlighted through our video outreach opportunities.
  • Over 470 candidates applied for nonprofit jobs.
  • Over 212 new job seeker accounts were created on the Central Indiana Nonprofit Job Board.

Nonprofit jobs play a vital role in our state by addressing community needs that are not addressed by the for-profit or government sectors. These organizations are essential in fostering social equity and creative expression, as they provide resources and support to marginalized and underserved populations. Nonprofit jobs contribute significantly to the local economy and help reduce unemployment rates. They also encourage civic engagement and volunteerism, strengthening the sense of community and collective responsibility, which is why filling these roles is vital to the success and safety of our city, our communities, and our state.

Chelsea Ohlemiller, our Director of Community and Content was out in the field where she saw and heard the hardships nonprofits are facing regarding hiring and recruitment. She has worked diligently to increase visibility to these career opportunities. The data shows that this campaign has been successful, but it hasn’t stopped the challenges the sector is facing, which is why the work must continue. Our goal at Charitable Advisors is not to simply have a nonprofit job board where nonprofit employers and candidates connect. Our goal is to attract and show job seekers available career opportunities with meaningful missions and highlight the work around our communities that has profound and lasting impact.

Ongoing efforts are needed to raise awareness about the rewarding opportunities within nonprofits and to address the challenges of hiring and recruitment within the space. By maintaining a focus on these critical gaps, we can ensure that nonprofits are staffed with dedicated and skilled professionals committed to making a difference in our communities.

So how can you help?

  • Talk to your friends and post on your social media about your positive experiences working in the nonprofit sector. #WorkforaNonprofit
  • Steer people who are interested in learning more about nonprofits to our free newsletter and the job board
  • Forward and like our social media posts promoting the sector and specific job opportunities.
  • As a hiring manager or team member, post your organization’s career opportunities on the Nonprofit Job Board. The more positions that are concentrated in one place, the more job seekers will be attracted to impactful work.

By collectively promoting these resources, we can continue to strengthen the nonprofit workforce and ensure these organizations thrive beyond this campaign, and beyond the reach of our individual networks and connections. Together, we can ensure the nonprofit space remains proficient and full of dedicated and passionate individuals.

Bet you missed some of our nonprofit staff video testimonials? – You can find them here: https://www.facebook.com/CharitableAdvisors/videos

Apr 24

Addressing the Nonprofit Hiring Crisis with a Career that Shapes Your Legacy: “Work for a Nonprofit, Make a Difference.”

By Feature

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

When you think about your legacy, the one you’re currently creating, you likely have hopes of creating a positive impact—something that will make a lasting influence for good. You’re working in the nonprofit space right now—to make a difference.

This is the very heart of our new “Work for a Nonprofit, Make a Difference” campaign that launched on April 22 and will run through June 10.

According to the National Council of Nonprofits 2023 Nonprofit Workforce Survey, 33.8% of nonprofits are significantly understaffed and an additional 41% reported being unable to fill entry-level positions that provide direct service. The data identifies something most of us already know- there is a hiring crisis in the nonprofit sector. Recent local focus groups have confirmed the struggles nonprofits are experiencing in recruiting and retaining talent.

With over 74% of nonprofit organizations reporting job vacancies, this campaign seeks to spotlight the meaningful benefits of working for a nonprofit, because the benefits create an undeniable impact– for each person, family and community served.

Over the next seven weeks our team will be focused on championing the nonprofit work happening in Indiana with the goal of filling open positions in the nonprofit space with talented, dedicated, and passionate individuals.

Here’s the Plan

To recruit new individuals to the space, we must get creative and be visible in places where people are known to spend the most time– social media. The Charitable Advisors team will be utilizing our social media platforms to highlight the work, missions, and advocacy of local nonprofits to encourage new individuals to the sector or draw people back who have worked for a nonprofit in the past.

I have been out in the community the past month capturing video testimonies about the impact of working in a nonprofit and will be providing a steady stream of these uplifting videos on our social media pages.

We want current job seekers to see that these open positions are not merely listings on a board or announcements in a newsletter; they are opportunities for impact. They are the careers that advocate for change, connecting like-minded individuals with a shared mission to make a difference, while also making a respectable income.

We Need Your Help

Follow our social postings and forward the ones you love to people in your network beyond the nonprofit space.

Post your nonprofit job openings on our Job Board so new job seekers are aware of what’s available. Postings to the job board are automatically included in the weekly Not-for-profit News email newsletter to 13,000 nonprofit leaders and staff.

Add your own testimony. You can complete a few questions on this form to participate in this meaningful campaign: https://forms.gle/CMsx9mASgrMHNUBQ8

Check out two new resources we have created:

  1. Job Seeker Headquarters & Toolkit: https://charitableadvisors.com/job-seeker-hq/
  2. Employer Toolkit: https://www.charitableadvisors.hiringopps.co/employers

Let us not overlook the power of a simple job listing or a recruitment drive. Let us instead embrace them as catalysts for a future where the impact of one can inspire many. Let us increase the visibility of open positions in the nonprofit sector to help individuals find a career that isn’t just a job, but an opportunity to leave a legacy of influence and impact that will continue for generations to come.

Together we can highlight the incredible nonprofit job opportunities in Indiana, attracting new talent and building excitement about the work.

Apr 08

Celebrating Strength, Empowering Change: The Inaugural INspire Her Leadership Summit

By Feature

Written by Chelsea Ohlemiller

Thursday, March 21, 2024, marked a day of extraordinary significance as 250 women from central Indiana gathered for the inaugural INspire Her Leadership Summit. It was a day filled with collaboration, inspiration, and empowerment as women came together to uplift each other and pave the way for a brighter future.

The event began with a keynote discussion featuring Jenny Just from Poker Power, a company she co-founded with her daughter. Their mission? To empower women with skills such as confidence, strategic thinking, and decision-making through the game of poker. Jenny’s words set a powerful tone for the day ahead.

Moderated by Denise Herd, the keynote was just the beginning. The summit featured insightful panels with trailblazing women such as Marianne Glick, Deborah Hearn Smith, and Carolene Mays, moderated by Anne Marie Tiernon. These women shared their stories, their struggles, and their triumphs, inspiring all who listened. There were laughs, there were tears, and there were new goals formed listening to the trajectory of each woman’s lives and legacy.

Attendees had the opportunity to participate in engaging breakout sessions led by accomplished businesswomen from Indiana. These sessions were not just about learning new skills; they were about forging connections and building a community of strong, empowered women.

A meaningful highlight of the day was the Mission Marketplace, which showcased dozens of central Indiana nonprofits. It gave guests the opportunity to learn about the organizations and their missions, encouraging each attendee to find ways to align their talents and values with worthy causes.

The day concluded with an interactive activity led by HopeAnchor & Crew, where guests created bracelets representing their unique experience at the event. It was a powerful symbol of unity and strength, a reminder of the purpose of the day and the accountability to act towards the new goals envisioned.

The INspire Her Leadership Summit was more than just a one-day event. It was a call to action, urging women to come together, to support each other, and to create a more inclusive and promising tomorrow. It was a day that highlighted volunteer opportunities, job opportunities, and collaborative opportunities in the nonprofit space and beyond.

We are already looking forward to next year’s summit and await the stories of all the work and advocacy that happens between now and then. This incredible summit reminded us that together we can create a world where every woman and girl in Indiana has the opportunity to thrive.

This entire event was crafted by the vision of Danielle Shockey and made a reality by the Girl Scouts of Central Indiana, partnering with Pass the Torch for Women and the Indiana Girl Coalition—proving that together incredible opportunities and achievements are not just possible but have the ability to shape the future in meaningful ways.

Sep 05

Our 2023 survey reveals many nonprofit employees continue to struggle with challenges

By Feature

As a local nonprofit veteran put it, COVID-19, inflation, and organizational flaws all contribute to an inability to thrive in the sector

(This is the first of a two-part article series based on our recent “How Are You Doing?” survey).

With more than three years passing since the outbreak of COVID-19, Charitable Advisors’ Not-for-profit News decided to revisit the survey question we asked of Central Indiana nonprofit employees in 2020: “How are you doing?”

Of the 366 survey respondents, 38.5 percent said that they are feeling “Upbeat and positive about the future.” However, 14 percent said that “Not good, hard to get through the day” was a more accurate definition of how they’re feeling in 2023. And the majority — 47.5 percent said their mindset is “Acceptable, getting by.”

More significantly, 21.5 percent said that they are “doing worse” than they were two years ago — at the height of the turmoil caused by the pandemic and social justice protests. The remaining respondents were evenly split between the choices “Doing better” (40.4 percent) and “About the same” (38 percent).

Some of these varying sentiments were conveyed by a survey respondent who has been working in the nonprofit sector for nearly 20 years. The past several years have been so challenging, she said, that she is planning to leave her organization.

“The nonprofit world is near and dear to my heart,” the survey respondent said during an interview in which she requested anonymity. “But the last three to four years have been so rough in our agency that I am currently looking to leave.”

The main reason? Leadership, said the survey respondent, who described the need for a leadership team that is positive, genuine, trustworthy, diverse in any area, puts aside pride and sets a good example.

“I believe COVID exposed problem areas,” she said. “When there is denial of the root cause, there cannot be correction to the path.”

However, she also pointed to external factors that have contributed to her dissatisfaction with working in the nonprofit sector.

“Overall, as a sector, it is worse due to staffing shortages and the quantity/higher needs of clients,” she said. “Inflation plays a role as well. For the most part, non-for-profit careers are not high paying.”

With the rising costs of living, brought on by inflation, nonprofit organizations have been struggling with fundraising while, at the same time, facing an increased need for services from people who need assistance, she said.

“It has been a constant drain,” she said.

Another anonymous survey respondent shared similar concerns, particularly from the perspective of expanding job demands, particularly for those who work for community foundations.

“I’ve been in the nonprofit sector for almost a decade, and this has by far been my hardest role,” the survey respondent said. “In the past, I’ve been told the workload ebbed and flowed around grant cycles, but since I’ve been here it’s felt more like climbing a constant mountain and never reaching the peak.”

Much of the increased demands can be attributed to the changing role of community foundations, she said.

“As community foundations move away from being ‘just a funder’ and into more leading/convening spaces surrounding community leadership, it requires much more from the staff than grant/scholarship review and coordination,” she said. “We are now required to have other sets of skills like strategic planning, coalition facilitation, capacity building, collective impact, research, and evaluation. We also will never have enough funding for all the needs in our community, so having the skills and emotional intelligence to navigate those hard conversations and situations as well as the IQ to piece together other opportunities or support from the foundation is crucial and required.

There’s a real feeling of having to be ‘on’ all the time, she said, including knowing the pulse of the community, understanding the needs of every nonprofit, connecting with various sectors in the community, attending evening and weekend events, and being available for emails and phone calls throughout the day.

Overall, the survey revealed that 36 percent of Central Indiana’s nonprofit employees feel “excellent or very good” about finding purpose in their work, while 45 percent rated it as “pretty good.” However, 18.3 percent said that they were no longer connecting to a purpose in their work.

Jul 17

Prioritize partnerships to strengthen your nonprofit marketing strategy

By Feature

INHP marketing executive recommends collaboration to better connect with audiences

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Jul 03

Nonprofits must prioritize marketing efforts

By Feature

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

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

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

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

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

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

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

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

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

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

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

Raising nonprofits’ profiles amid declining charitable giving

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

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

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

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

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

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

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

Jun 26

Mental health is today’s workplace priority

By Feature, Mental Health

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

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

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

Other studies point to similar patterns related to mental health:

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

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

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

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

Is your nonprofit suffering the effects of secondary trauma?
9 steps toward staff ‘self-care’ policies
New certification program encourages Indiana employers to develop more robust mental health initiatives
Mental health: The new leadership imperative
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Here is a summary of some initiatives your nonprofit can consider when developing a mental health strategy for the workplace:

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

An effective mental wellness strategy demands a diverse approach

By Feature

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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