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Jun 05

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

By Feature, Mental Health

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

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

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

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

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

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

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

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

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

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

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

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

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

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

May 15

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

By Feature, Mental Health

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

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

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

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

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

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

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

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

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

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

Insights from Bell Seal recipients

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

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

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

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

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

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

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

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

Future of mental wellness in Indiana

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

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

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

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

May 01

Is your nonprofit suffering the effects of secondary trauma?

By Feature, Mental Health

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Addressing secondary trauma in the workplace

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

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

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

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

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

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

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

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

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

Ideas for practicing self-care

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

  • Focus on the four core components of resilience: adequate sleep, good nutrition, regular physical activity, and active relaxation (e.g., yoga or meditation).
  • Get enough sleep or at least rest. This is of great importance, as it affects all other aspects of your work—your physical strength, your decision making, your temperament.
  • Drink enough fluids to stay hydrated and eat the best quality food that you can access.
  • Complete basic hygiene tasks like combing your hair, brushing your teeth, and changing clothes when possible. Wearing clean clothes can make you feel better.
  • Try to wash up, even just your hands and face, after you leave your work shift. Think of it as a symbolic “washing away” of the hardness of the day.
  • Make time to learn about the people with whom you work. Taking time for conversations will help foster feelings of positive regard toward yourself and others.
  • Engage with your fellow workers to celebrate successes and mourn sorrows as a group.
  • Take time to be alone so you can think, meditate, and rest.
  • Practice your spiritual beliefs or reach out to a faith leader for support.
  • Take time away from the work when possible. Removing yourself from the disaster area can help you remember that not every place is so troubled.
  • Try to find things to look forward to.
  • Communicate with friends and family as best you can. If you do not have Internet or cell phone access or ways to mail letters, write to loved ones anyway and send the letters later.
  • Create individual ceremonies or rituals. For example, write down something that bothers you and then burn it as a symbolic goodbye.
  • Focus your thoughts on letting go of stress or anger or on honoring the memory, depending on the situation.
Apr 17

Do nonprofits have an image problem?

By Feature

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

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

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

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

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

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

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

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

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

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

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

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

Other survey findings included the following:

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

Increasing awareness about nonprofits

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

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

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

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

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

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

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

Apr 03

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

By Feature

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

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

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

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

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

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

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

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

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

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

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

Women supporting women leads to progress

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

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

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

Gender differences at the root of self-advocacy

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

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

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

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

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

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

Mar 13

Overcoming the challenges of recruiting and retaining nonprofit fundraisers

By Feature

IU fundraising expert outlines how to adapt with new perspectives

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

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

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

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

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

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

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

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

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

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

Moving forward with solutions

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

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

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

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

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

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

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

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

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

Encouraging and retaining current fundraising professionals

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

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

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

Future of fundraising

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

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

Feb 27

Expanding the mission without bricks and mortar

By Feature

Raphael Health Center meets community’s growing health needs through strategic partnerships

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

On a day-to-day basis, the staff at Raphael Health Center gets an intimate look at the challenges facing residents impacted by social determinants of health — the conditions and environments that can contribute to disproportionately higher rates of heart disease, diabetes, high blood pressure, infant mortality, and other health risks. The center, located at 401 E. 34th St., is in the heart of a neighborhood with a median income of $56,563 — significantly lower than the national median income of $69, 021.

In recent years, the nonprofit comprehensive care facility which focuses on providing care to underinsured and uninsured households, has seen medical needs significantly increase within the community it serves, according to Sherry Gray, Raphael Health Center’s CEO, and Lauren Scharenbrock, project manager of a new strategic partnership, 34th and Beyond.

Gray, along with other members of the Raphael team, recently announced the launch of the initiative, which will provide medical services to an increasing number of patients without expanding the medical facility.

“We’ve been looking at our building and looking at the needs in our community, and we’re seeing a disconnect,” Scharenbrock said. “There’s a lot going on in a small space. We can only serve so many people in this location. We only have so many rooms, we only have so much space, and we have used every last inch of it.”

Instead of focusing on plans to expand its current building or developing a new medical center, the Raphael team looked at its partners as a way to provide medical, behavioral health, optometry, and dental care to individuals and families more cost effectively.

Through a pilot program with Salvation Army’s mental recovery house, the center will focus on sending medical providers to various partner sites one day or two days a week to meet patients where they’re at, Scharenbrock said.

According to Jesse Links, manager of rehabilitation services for the Salvation Army’s Adult Rehabilitation Center, 711 E. Washington St., the 34th and Beyond initiative has already produced results.

“We saw an increase in our completion percentage, and an increase in retention, and an increase in new people coming into the program,” said Links, noting that the medical center provided on-site services during 75 appointments in January.

Fulfilling an expanding need

As part of the 34th and Beyond initiative, Raphael Health Center also plans to provide a range of comprehensive services to clients served by other partner nonprofit organizations, including Gennesaret Free Clinics and Pathway to Recovery.

Scharenbrock said that the initiative enables patients to receive services more quickly by eliminating the barriers many of them face when seeking medical care.

While receiving comprehensive quality healthcare can be challenging for many American households, it can be particularly difficult for individuals facing homelessness or who are impoverished.

“Healthcare, in general, is too expensive,” she said. “But many of the people we serve don’t have insurance or transportation. Getting them here can be difficult sometimes. We may need to give them bus passes or arrange for them to come by Lyft.

Scharenbrock also noted that many people are not aware of the options available to them.

“We are focused on bridging that gap by going to where they are,” she said. “It reduces the financial barriers, the transportation barriers, and the fear of the unknown because they’re already in a place that is familiar. We’re really hoping to use the trust the partner organizations have with their clients and build upon that to connect them with the services that they need.”

Effective partnerships built upon trust

The comprehensive services provided by Raphael Health Center is an added tool that Salvation Army clients can rely on for help when they’re struggling, Links said.

Links said that communication and trust have been essential in continuing a partnership that could help serve its rehabilitation program clients with co-occurring conditions, such as behavioral health challenges, substance abuse, and psychological disorders.

“We’re not a clinical treatment program,” he noted. “We are a faith-based rehabilitation program. There was a gap in some of the types of services we could offer individuals. We were looking for one place that could meet our men’s needs.”

“Communication is key — being open and meeting our guys where they’re at,” he said. “They never turn them away, whether they’re insured or not insured.”

Feb 13

Grant writing: Tips to enhance your chances of approval

By Feature

Martin University’s vice president of institutional advancement gives insights on strategic fundraising

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

While nonprofits have numerous options for raising funds, mastering the art of grant writing can be critical in gaining ongoing support for your organization. But the odds of approval can be against you. According to numerous estimates, only one out of 10 grant applications are approved.

However, with a strategic grant writing process that includes research, creative writing, and the ability to recognize when a grant is not a good fit, you can increase those odds, according to Kristie Johnson, vice president of Institutional Advancement at Martin University and a Certified Fundraising Executive.

Johnson, who earned a Ph.D. in leadership in higher Education from Bellarmine University and is currently working on an executive MBA from Howard University, recently led a grant writing workshop for the Black Heritage Preservation Program Research training workshop hosted by Indiana Landmarks in partnership with Indiana Humanities and Freetown Village.

The following are highlights of the tips she offered for more successful fundraising through a comprehensive grant writing plan.

Invest time in research before starting the application process. In addition to identifying foundations listed in directories, including the Indiana Philanthropy Alliance (IPA) website, nonprofits could maximize the use of their time by gaining a deeper understanding of the organization. Some grant writers may not take the research far enough.

“Research is really important because you need to take the time to identify where your resources are,” Johnson said.

Review a foundation’s 990 tax documents. Gaining an understanding of a foundation’s giving history also can be an important step in being more successful in the grant writing process, Johnson said. In Indiana, that process can include researching foundations on the IPA website, which provides various pertinent information, including a foundation’s 990 tax documents.

“They’re required by law to complete Form 990,” Johnson said. The document provides financial insights about a nonprofit or foundation. The documents can provide information about a foundation that may not necessarily be evident on its website, she noted.

“The website may indicate that they’ll fund up to a million dollars. But if you look at what they’ve awarded in the past, you may find out that they have never given any organization more than $500,000,” Johnson added. “So, knowing that’s their sweet spot will give you a strong indication of their funding range.”

Be willing to engage in conversations. Documentation about an organization also typically provides a list of its officers. Browsing the list can help the grant writer determine if they have a connection to any board members or officers.

Even if that is not the case, grant writers should be willing to connect with those involved in the organization, Johnson said. “For example, when a grant opportunity becomes available, try to speak with the program officer, if possible,” she said. “Many foundations also offer webinars, workshops, and other resources to ensure that potential grant recipients understand the grant process and requirements.”

Connect with other grantees. Previous grant recipients also can provide insights about a grant opportunity, Johnson said. “If you know that an organization has received the grant funds before, connect with them to see how the process was for reporting,” she recommended. “Ask questions like, ‘How strenuous is the process?’”

Read the RFP thoroughly. Nonprofits also may make the mistake of failing to thoroughly read a request for proposal (RFP) before applying for a grant, Johnson said. It is important to make sure your organization and projects are aligned with the foundation’s objectives and requirements.

Combine creative writing with data gathering. Johnson said grant writing also should provide a good balance between creative writing and data gathering. “It’s important to look at the data to demonstrate how you will determine success,” she said. “But you also have to create a compelling narrative about how your program is innovative, sustainable, and provides a great opportunity for a foundation to invest and partner with you as an organization.”

Know when to pass on a grant opportunity. “It’s important to determine, as an organization, if you have the capacity to manage a grant well,” Johnson said. “Every grant is not necessarily a good fit. Sometimes, you may have to leave the money on the table perhaps because the reporting requirements are every quarter or every six months.

“Some grant requirements may be too labor intensive for your team if you don’t have the staff to manage it,” she said. “It’s a really good idea to just consult with staff members who actually be taking on this initiative to determine if they have the capacity to manage it.”

Join professional associations. Grant writing can be a lonely endeavor, Johnson said. Consider joining a membership-based organization like the Grant Professionals Association. “Not only will they provide you with resources and professional development, but you will also have the opportunity to meet funders from various organizations who are invited to speak to the group,” she said. “Connect with other like-minded professionals in the field so you can support one another.”

Jan 30

Revitalizing the membership model through new approaches

By Feature

Local nonprofit leaders, survey respondents share opportunities and challenges facing membership-based nonprofits

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

No matter the nonprofit entity, numbers are traditionally used as a measure of success. How many people showed up at an event? How many email subscribers are on our list? How many donors have contributed to our cause? How many people are we serving?

In the case of some nonprofits, another critical measure of overall viability is the number of people they can count as members. These membership organizations operate by focusing on providing value to their membership community as well as supporting the causes they serve.  

The landscape has significantly changed since many membership organizations were founded decades ago, according to several local leaders, challenging them to find new ways to engage people who may not be familiar with organizations like the Rotary Club, and Kappa Delta Pi, and numerous foundations, fraternities, sororities, churches, and professional, charitable, and veterans’ associations. 

“There’s been a 20-year trend of associations and membership organizations trying to ensure they’re remaining relevant,” said Tonja Eagan, CEO of Kappa Delta Pi (KDP), an international honor society for educators that was founded in 1911. The organization’s headquarters are in Indianapolis.

Eagan said people who fall in the Millennials category have represented the most significant generational shift in attitudes about membership organizations. Before then, boomers and other previous generations had a deeper connection with membership organizations. “They have these long-standing traditions,” Eagan said. 

“Millennials, mainly because of the use of technology and different ways of communicating and socializing, did not find many of these long-standing traditions as relevant,” she added. “Now, people might say, ‘Why do I need to come to this association meeting when I can just set up a Facebook group?’”

However, Eagan said, new research is providing insights on how associations and membership organizations can effectively recruit and engage younger generations. 

As part of one of those studies, researchers with the 2022 Global Membership Health Study surveyed members, board of directors, and staff of 275 associations in 59 countries. The study revealed a significant gap in how board members and members perceived how their organizations provided value and opportunities for engagement. 

According to the study’s findings, “Associations are seeking to understand the concept of value, especially in this era of constant and evolving change. The study suggests that it’s the lack of value, more than anything else, which is driving members away. Despite the knowledge this gap exists, the data also indicates associations have been unable to successfully bridge the gap.”

For example, while 49 percent of board members and staff who participated in the study strongly agreed with the statement “Membership provides a strong return on investment,” only 35 percent of members agreed with that statement.

Generational gap

Jenny Dexter, president of the Rotary Club of Indianapolis, said the value proposition of joining the organization has changed since the 1990s and early 2000s when the club’s membership levels often ranged from 600 to 650. 

“That was during a time when a lot of businesses had headquarters in downtown Indianapolis,” Dexter recalled. “If you wanted to get connected in the community, you joined an organization. The Rotary made a lot of sense because it is a community service-oriented club and it allowed for networking around service.”

However, with changes in communication, that model may no longer be relevant to many people.

“The business landscape has changed over time,” she added. “Being super involved in your community is important but it looks different.”

As a result, Dexter said, traditional service-model membership clubs started seeing a decline in membership. 

Brand perception about some traditional membership clubs also can be a challenge, Dexter said. “We have to deal with our history. Women weren’t even allowed in many of these clubs,” she noted. The Rotary Club Council, for example, did not vote to admit women members until 1989.

Currently, the Rotary Club of Indianapolis — one of several chapters in the Indianapolis area — has 169 members, which is higher than it has been in previous years, Dexter said. 

The organization has grown its membership by focusing on building a brand experience that resonates with new members, according to Exter. “We’ve asked questions like, ‘What is it like when someone walks in our door?’,” she said.  ‘What are the things that we’re saying about ourselves?’ ‘What are we doing in our community?’ ‘What are our actions that prove we are a modern service membership club?’”

Dexter said she believes the upward trend in the Rotary Club’s membership has the potential to continue as networking and relationship building once again become increasingly important, especially post-pandemic. “It’s another important component to building one’s business,” she said. “You still need to know others on a deeper level to gain trust and prove that you are worth investing in.”

The American Legion, which is headquartered in Indianapolis, also has relied on a membership model since it was founded in 1919. Throughout its history, it has regularly held campaigns to increase membership and membership engagement.

“The Wall Street Journal predicted our demise in 1971,” said John Raughter, deputy director of media relations for the American Legion. “People sometimes point out membership numbers to say ‘They’re dying’ or that ‘This post is closing.’ Yet, there are still twice as many legion posts as there are Walmarts across the United States. We’re still here.”

Raughter said that veterans’ associations may naturally face a decline in membership because of its association with the military, which has declined in numbers over the decades. Membership is open to any U.S. military veteran who served at least one day of active military duty, and was honorably discharged or is currently serving. 

“The military is a lot smaller than it used to be,” Raughter said.

The most important measure of the American Legion’s impact is its ability to be effective in carrying out its mission to influence policy on behalf of veterans, he said.

Engaging a new generation

When seeking to engage new members, Eagan said, membership organizations need to be mindful of generational differences.

Membership organizations can no longer rely on career development, learning a new competency, and networking to attract new members, she said. “We need to ask, ‘How do you make it more relational and more meaningful?’ If associations can’t figure that out, then they’ll continue on this path of declining membership.”

Members are seeking a deep sense of belonging and ownership of the group, Eagan said, nothing the findings of the membership study. “In the old days, pre-pandemic, the way we would do that is to sign them up for a committee right away. We would engage people through volunteerism or a service day.”

However, the appeal of volunteering is not as attractive as it was before the pandemic, she said. “Plenty of research has revealed an incredible decrease in volunteerism since the pandemic,” she said. “People have decided they want to spend their time differently. Or they may be having health issues, or they’ve decided to spend more time with family or their hobbies.”

With those changes, membership organizations, as well as other nonprofits, need to focus on rethinking how they provide value to current and new members. 

Eagan said organizations need to consider a more personalized approach — honing on the individual needs of individual members. “People are just burned out on webinars and being force fed information,” she said. “So, we started new teacher chats — an informal Zoom meet that gave members who are typically first-year and second-year teachers an opportunity to talk to our director of new teacher engagement and a guest, like a school principal who was a former teacher.”

As part of the chat session, people have the opportunity to share what’s going on in their day-to-day lives, including positive or negative moments, their top concerns, and how they’re feeling, Eagan said. “It’s not a formal agenda,” she added. “They just come and chat for about an hour or hour and a half.”

One of the members attending a recent chat followed up with an email expressing her gratitude for the support she received as a new teacher. In the email she said, “I definitely felt welcomed and comfortable to ask you questions, which I probably wouldn’t have been able to ask other staff members at my school.”

Eagan said that type of connection is key to a successful membership experience.

“For many of us coming out of the pandemic, and for Gen Z and Millennials, it’s important to feel that you can have a safe authentic experience and relationships,” she said. “Unfortunately, social media may not provide that authentic experience. And we may not always feel safe sharing our feelings in the workplace.”

With a more personalized approach to meeting the needs of members and demonstrating a clear return on investment from membership dues, traditional membership organizations can be sustainable, Eagan predicted.  

For instance KDP, has partnered with a for-profit organization to provide professional development services to its members, Eagan said. The organization also is seeking ways to support the mental health needs of educators and the students they serve.

“Associations can survive and thrive if they listen intently to the members,” she said. “Members want to be sure they’re investing their time and money wisely.”

Jan 09

Making inroads towards equity in the nonprofit sector

By Feature

The Indianapolis Foundation’s Pamela Ross shares insights about the organization’s initiatives

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

Diversity, equity, and inclusion (DEI) initiatives have been at the forefront of priorities for many nonprofit organizations in recent years. However, as many leaders have recognized, implementing DEI initiatives can be complex considering that many leaders and employees will have different perspectives on how to successfully move forward.

We recently talked to Pamela Ross, vice president of community leadership and equitable initiatives for the The Indianapolis Foundation to gain insights on the inroads the organization has made since changing its mission to focus on equity initiatives nearly five years ago. The philanthropy, which was established in 1997, and its family of funds contribute more than $40 million annually to nonprofits in Central Indiana. In 2020, it was the steward of more than $825 million in charitable assets. 

As Ross puts it, even after several years of being immersed in DEI initiatives, the foundation still is in the beginning stages of initiating change because it involves uprooting deeply ingrained institutionalized systems.

“We changed our mission to mobilize people, investments, and ideas to create a more equitable Central Indiana where everyone has the opportunity to reach their full potential no matter their place, race, or identity,” Ross said in describing the foundation’s shift in focus. “In order for people to reach their potential and have the most opportunities, we couldn’t keep ignoring the fact that race is a factor in who gets access — access to money, access to resources in all the different sectors, including education and the workforce.”

Ross noted that one of the most important steps for any nonprofit leaders who are seeking to make progress with DEI is to start by addressing institutional racism within their own organizations. 

“We have to have different perspectives at the table — not just those who are working in the community but those who work in finance, those who sit in leadership seats,” Ross said. “We must change the institutional makeup of the organization.”

Ross said that the process requires taking a critical look at hiring practices. “If all of your staff is white and you serve a population that is 90 percent Black, there’s something wrong with that,” she said.  It’s not a matter of looking at diversity but people who have lived experiences. The people who are most impacted by them will be the best advisors on how to create programs, build out programs, and deliver messages. Their perspectives should be represented.”

With institutional change, the organization must be structured in such a way that it persists beyond a momentary place in time, Ross said. “Several things have changed in all of our departments, including practices, policies, and accountability,” she said. “Many nonprofits struggle with making real change because there haven’t been substantive changes within the organizations for years.”

Embracing community representation 

The foundation also implemented a Community Ambassador program to include decision-makers that represent the communities it serves. That program has been instrumental in giving people throughout Central Indiana a voice about critical decisions, including the foundation’s grant-making process. 

“It’s important to ask, ‘What’s your feedback loop for getting information?’,” Ross said. “For us, it was with our community ambassadors through a program that was started five years ago. It made us better in our own anti-racist practices and policies because the ambassadors are our feedback loop. They’re the ones who will say, ‘Why are you still granting dollars to ‘ABC’ organization? This is what they’re not doing in our community.’”

Ross noted that community ambassadors provide an extra level of accountability. “When you say you’re planning to change something, they will hold you to the fire about it.” 

Supporting grassroots organizations

The foundation also examined avenues to support more grassroots organizations that are making an impact in their communities but may not have the resources to invest in traditional grant-making procedures, Ross said. 

According to Ross, a shift toward a more equitable grant-making process requires a willingness to give up a risk-averse approach. “Not everyone has to show up with a beautiful well written proposal,” she said. 

Ross also pointed out that many grassroots organizations may not have the infrastructure typical of larger nonprofits. “We’re not scared away if they don’t look like the most developed and scaled institutions that are typically led by white executives,” she said. 

As part of its equity focus, The Indianapolis Foundation is dedicated to helping grassroots organizations become more sustainable. The foundation has launched a $3 million, 3-year initiative to help grassroots organizations scale through infrastructure development.

“In the not for profit world, it’s called capacity building,” she said. “We call it infrastructure development, because capacity building has this overarching assumption that there’s a deficit within the organization. The organization … the people who are doing the work … can be very solid in what they’re doing, but they need the structures that typically have not been invested in black and brown grassroots organizations in the same way that they have been for other organizations .”

Through the initiative, the foundation helps these types of nonprofits with various aspects of successfully running an organization, including program evaluation, data management, executive mindset, grant writing, board development, and fundraising. 

This March, the foundation also will host a BIPOC (black, Indigenous and people of color) bootcamp that is focused on the challenges of being a black or brown leader in the nonprofit area, Ross said. “We’re trying to create more equitable opportunities for them to scale without feeling like they should be ashamed because they’re not in a certain space,” she said.

Movement of 10,000 app

The Indianapolis Foundation also sought to engage a large community on equity solutions through the development of the The Movement of 10,000 (MVMT10K) digital platform, which is accessible through an app and online. It supports people who are genuinely interested in ways to become more conscious of their decisions and how they invest their dollars and time to create a more equitable society, Ross said.

“If you’re an individual who really wants things to be different, this is a convenient space to learn about what has happened as well as create relationships,” she said. “There’s so much we can learn. We are where we are because too often spaces of power are typically held by white people. And if we’re actually going to change systemic racism and institutional racist structures, we must get to a place where people recognize their power to break those systems by making different decisions.

“The hope is that a lot of different people, especially people who are white and in spaces of power and influence,  can engage so we can see some change,” Ross said.