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Sponsor Insight

Dec 18

Considering a board assignment?

By Sponsor Insight

What you really need to think about before joining a nonprofit board.

by Christy Shepard, managing member, Planning Plus LLC

As we approach the new year, many of us reflect on how to increase our positive impact on our local communities. Joining a nonprofit board is a wonderful and altruistic way to serve your community and causes.

Through our professional engagements, our team is often brought into organizations to assist with board leadership and development, helping support the role of the board and its committees in line with their strategic plans. We talk to board members and agency leadership about the qualities and skills desired in board members and how to align them for a successful board engagement.

If want to become a board member, first consider, how much do you know about the role? Next, ask yourself how much do you know about the organization that is requesting your time, talent, and treasure? After working with numerous organizations with diverse pools of board members for 35 years, we recommend reflecting on the following questions and tips before signing on the dotted line.

Why are you considering joining a board? There are a lot of reasons and motivations for being connected to a nonprofit through a volunteer commitment; joining its board is just one. Board membership can be a significant commitment. What do you have the capacity to give beyond what you are doing today? Can you give more time to a committee or task force or are you truly ready for board leadership?

What is the required commitment of time, talent, and treasure? Every board is different as is the level of time required for your board role, both in and outside of board and committee meetings. However, Board Source, a trusted index of nonprofit best practices information, provides a clear set of 10 basic responsibilities every board must provide at a minimum to ensure proper oversight and due diligence.

  1. Determine the organization’s mission and purpose. It is the board’s responsibility to create and review a statement of mission and purpose that articulates the organization’s goals, means, and primary constituents served. It is wise to review both as well as the vision as part of the strategic planning process.
  2. Select the chief executive. The board must reach consensus on the chief executive’s responsibilities and are responsible for selecting and hiring the most qualified individual for the position.
  3. Provide proper financial oversight. With assistance as needed, the board is responsible for developing the annual budget and ensuring that proper financial controls are in place.
  4. Ensure adequate resources. One of the board’s foremost responsibilities is to provide adequate resources for the organization to fulfill its mission. Key resources include the professional talents, skills, and contacts that board members can provide in support to the chief executive.
  5. Ensure legal and ethical integrity, and maintain accountability. The board is ultimately responsible for ensuring adherence to legal standards and ethical norms. As part of the mission and vision review, it is recommended that the board review the organizational values in line with the desired culture to support the mission and the stakeholders.
  6. Ensure effective organizational planning. Board members must actively participate in an overall planning process and assist in implementing and monitoring the plan’s goals. Ongoing monitoring of the plan goals should be part of committee and board meeting work.
  7. Recruit and orient new board members and assess board performance. Boards have a responsibility to accurately articulate qualifications and commitments required of candidates, orient new members and provide resources and support to perform duties, and periodically and comprehensively evaluate its own performance.
  8. Enhance the organization’s public standing. The board should clearly articulate the organization’s mission, accomplishments, and goals to the public and garner support from the community. If there is an issue of brand and reputation, it is incumbent upon the board to address and act in line with its mission and community promise.
  9. Determine, monitor, and strengthen the organization’s programs and services. While the day-to-day operations and programing decisions are left to the staff, it is the board’s responsibility to determine if programs are consistent with the organization’s mission and to monitor their effectiveness.
  10. Support the chief executive and assess his or her performance. The board should ensure that the chief executive has the moral and professional support he or she needs to further the goals of the organization.

Board structures: Working boards and governing boards

Board structures can be designed to serve different purposes for the organization, each requiring different levels of engagement and decision-making from the board members based on board maturation and organizational life cycle.

Organizational lifecycles affect the type of board needed for the organization at a particular moment in time. An organization just getting started and embarking on grassroots marketing and fundraising would likely require a working board with a different set of skills, connections, and time commitments than a governing board of an established, financially sound, and thriving nonprofit organization. Every board is different, and the level of time required for your board role, both in meetings and outside of meetings, will vary depending on numerous factors. What the board role should be providing in these areas may or may not be a level you can provide.

Let’s talk about two critically important types of boards, working boards and governing boards.

A working board is typically found in a young or grassroots nonprofit, with limited or no staff. Working boards have the 10 governing responsibilities of most boards as well as additional responsibilities tied to operational performance. These board members are responsible for setting and carrying out the board’s strategic plan and directives. While some may see this as blurring lines, a working board is often operating out of necessity. It is essential that these board members remain committed to the directives of the board rather than acting on their own accord. Hiring full-time staff is probably on the horizon for these working boards, but not financially feasible now.

A working board is responsible for both the governance and management of the organizational strategies with often requires more adherence to structures that allow for consistent implementation while providing operational flexibility and responsiveness.

A governing board is the traditional style many think of when referring to board service. A governing board oversees the strategic direction of the organization and monitors operations from a distance. These board members typically operate under 2- or 3-year term limits to foster the turnover of members and ideas. This board is strictly distinct from a working board as it is a board over governance and NOT management. The outcomes of their decisions and votes are used to guide the actions of the chief executive and their staff.

Either way, both sets of board members carry both fiscal and fiduciary responsibility for the organization. What exactly does this mean? Board members are responsible for balancing the budget, reducing debt, and ensuring that the organization is not spending more than it is taking in. Additionally, board members have a legal and ethical obligation to act in the best interest of the organization, putting the interests of the overall organization ahead of their own.

Still ready to make the commitment? Do your research.
This information is not presented to scare anyone out of board involvement and participation but to give an overview of the true importance and responsibilities of a board of directors. If you’ve been asked to join a board, it is likely because you have the talents and skills, as well as perspective and qualities needed by the organization. Take time to research the mission and impact of the organization carefully and thoughtfully by reviewing the board bylaws, committee structures, and current strategic plan. Review the most recent board development plan and board roster to ensure that they are realistic goals. And finally, be sure to fully understand the financial and time commitments required for board members to help bring the mission to life.

Board and staff members are some of the most powerful and impactful resources nonprofit organizations have. Understanding how much responsibility and influence you have as a board member can make all the difference in the world.

Dec 11

How nonprofit leaders treat burnout with belonging

By Sponsor Insight

by Barnes Dennig

During the recent 22nd annual Non-profit Leadership Summit, Alida Miranda-Wolff, CEO and founder of Ethos, gave insights about how nonprofit leaders can treat burnout with belonging. The summit was hosted by Barnes Dennig in conjunction with the Leadership Council for Nonprofits, and the Association for Fundraising Professionals with numerous sponsors: the Better Business Bureau, Chase Bank, Fifth Third Bank, Anne M. Maxfield LLC, Bricker Graydon, Eagle Bank Charitable Foundation, First Financial Bank, PNC Bank, and The Yunker Group.

Miranda-Wolff’s keynote presentation addressed ready-to-use tools for organizations, understanding your relationship with power, how to use that power responsibly, and how to share that power. She also presented a real-life example of what can help to create conditions for everyone to thrive at work.

Understanding organizational bias

Some of the most pressing obstacles and biases that non-profit organizations face include:

  • Race and ethnicity bias
  • Structural bias
  • Pay inequality
  • Decreased individual contributions
  • Balancing a remote/in-office workspace
  • Employee shortages
  • Increasing loneliness among employees in the workplace

To start addressing some of these issues, Miranda-Wolff recommends making sure that organization leaders and individuals understand the definition of belonging and the different types of belonging, including: self, foundation, group, societal. Each concept has a unique definition and can carry a different meaning or importance to each individual. Realizing the differences between each and understanding how to interact with everyone’s sense of self is critical to building a culture of belonging.

The relationship between stress and burnout

Some of the components that can lead to burnout are:

  • Exhaustion, or constantly feeling drained of energy due to overextension
  • Depersonalization, or the feeling those you are meant to serve are more problems than those you are meant to help
  • Lack of personal accomplishment, or feeling your work accomplishes or contributes nothing

It is important for everyone to recognize some stress is good. Similar to how exercising muscles can build strength, stress can lead to motivation, growth, building, and feeling satisfied. However, too much stress can lead to feeling tired all the time, exhaustion, anxiety, panic, anger, and in the worst case, a breakdown.
Treating burnout with belonging

Some recommendations to treat burnout with belonging include:

Understanding generational differences: Baby boomers, Generation X, Millennials, and Generation Z are all represented in the workforce. Different generations have different needs and expectations from their work, including feedback style, social rewards, and public versus private recognition. Understanding these differences can help an organization improve employees’ sense of belonging.

Understanding generational commonality: Just as important as recognizing differences, an organization should understand and leverage similarities, such as: levels of financial security, creating a dignified job experience, establishing purpose and meaningful work, how each generation experiences learning, and the types of growth opportunities each generation looks for.

Create belonging through the 3 R’s

  • Relationships
    • Checking-in versus checking-on
    • Creating social space where employees can connect and relax as a group
  • Resources
    • Establishing maximum hours
    • Training employees on the code of conduct and opportunities
  • Reciprocity
    • Building a team environment that supports helping out everyone
    • Institute community organization services

Additional Resources

Download the slides and worksheet, watch the recording, and learn more about Alida Miranda-Wolff here.

Barnes Dennig’s latest Non-Profit Compensation & Benefits Benchmarking Report, which features information and insights from non-profits of all sizes across our region outlines the latest trends in benefits, what various positions pay, and how non-profits are attracting and retaining talent in a tough market.

Other resources include the Non-Profit Toolkit, packed with resources to help your organization thrive, a video overview of Form 990 – and how to use it to tell your story and attract donors and grantors.

Dec 04

New study: Nonprofits are a silent yet powerful economic engine in our community

By Sponsor Insight

by Fred Payne, president and CEO, United Way of Central Indiana

In the human services sector, we are well-versed in the language of impact. Our missions drive us to help make a considerable difference in the lives of our residents, families, and neighbors. We recognize our local needs and proudly answer the call to serve.

We know the impact that can be made for people. Now, how about the impact we can make on our economy? It’s a question nonprofits rarely ask.

Upon my arrival to United Way of Central Indiana in 2022, I began to wonder about our sector’s role in our local economy. United Way deploys millions of dollars every year into community organizations. Could we identify what effect those investments have on job creation, employee compensation and overall spending? You know, the buzzwords that economists and elected officials love to hear.

Thanks to our partners at the Indiana Business Research Center (IBRC) at Indiana University, we have, for the first time, an economic impact picture of United Way’s investments to more than 300 community partners across Central Indiana.

In the recently released report, “United Way of Central Indiana’s Economic Impact,” you’ll find details of the secondary effect of United Way’s grants in the region over the last two and a half years. The biggest takeaway for me, especially as an unapologetic economics “nerd,” is our sector’s $1.5 billion impact to the region’s gross domestic product from 2020-2023. Yes, I said the b-word. Billion.

As Matt Kinghorn with the IBRC said: “Every dollar invested in United Way is getting multiplied across the region.” Simply put, when United Way can deploy grants to community organizations, those dollars don’t just help our neighbors in need. They ripple to hiring people and increasing local spending. The findings are an excellent reminder for all of us in the nonprofit industry: Alongside our meaningful work to help people live the lives they are capable of living, we provide a meaningful boost to our local economy.

The nonprofit human services sector is a silent yet powerful economic engine. With this new study, I’m proud to be a little less quiet about a sector that is both economically and socially impactful.

Download the full report

Nov 27

CAFE: Investing in the community through strategic partnerships

By Sponsor Insight, Uncategorized

by Melanie Priest, director of grants services, Hedges

Collaboration. Relationships. Connections. Alliances. According to Merriam Webster Dictionary, these are all words that are synonymous with partnerships. Strategic community partnerships in the nonprofit sector are the key to success for many reasons including:

  • Achieving greater programmatic impact;
  • Increasing visibility and awareness;
  • Diversifying staff skills and expertise;
  • Improving sustainability; and
  • Attaining additional resources such as increased volunteers and funding

In fact, of 1,192 grant makers surveyed by the Urban Institute, 69 percent reported that they actively encourage collaboration among grantees. Of those respondents, 42 percent indicated they often require partnerships as a condition for funding. Grant makers also indicated that strategic partnerships with clearly defined roles improve cooperation among agencies, leading to greater accountability, capacity building, and better program results (Mission Driven Strategies for Effective Nonprofit Program Development, Candid, 2020).

One Indianapolis nonprofit organization that has emerged as a leader in investing in the community by developing and engaging in strategic partnerships is the Community Alliance of the Far Eastside (CAFE).

CAFE has served as an anchor institution in Indianapolis’ Far Eastside neighborhood for the past 26 years. Guided in the last two years by CEO Kendra Nowell, the organization has widened and deepened its role, moving from a traditional community center to a community leader committed to building the long-term sustainability of the Far Eastside.

Sensing the organization had outgrown its previous vision and mission, CAFE’s board of directors and key staff engaged in a process in 2023 to review, reflect on, and revise its vision, mission, and values statements, concluding with new, adopted statements to guide the organization’s continued impact in the Far Eastside.

Through this process, CAFE casted a vision where the Far Eastside is an “inclusive, thriving, and safe community where people of all ages can live, learn, work, and play with a spirit of caring.” CAFE will achieve this vision through a mission that places a strong emphasis on partnerships. The updated mission is to “elevate quality of life within the Far Eastside by strengthening partnerships, maximizing resources, and empowering residents to achieve their highest potential through increased economic mobility, stability, and self-sufficiency.”

As a result of this new vision and mission, CAFE has leveraged its position as a pillar of the Far Eastside and focused attention on how to best invest and improve the Far Eastside community through partnerships. While CAFE has worked in the past 26 years to diligently to develop community collaborations, the shift to more strategic partnerships that truly advance the neighborhood has become evident in the following ways:

Delivering programs. CAFE collaborates with an array of local community organizations, apartment complexes, schools, and churches to provide direct services for clients in the areas of housing, legal services, immigration services, mentoring, employment readiness and skill building, early childhood education and childcare, health care services, and other basic needs. The number of partners is too long to list and ever evolving to meet clients’ needs however a few examples include Indianapolis Neighborhood Housing Partnership, IndyReads, Pathway Resource Center, Easterseals Crossroads, Indianapolis Neighborhood Resource Center, and the John H. Boner Center. In recent years, CAFE has also partnered with grassroots organizations such as and businesses such as Heart2Heart Counseling, The Ross Foundation, and J. Posley LLC which truly understand the community through lived experiences of the Far Eastside neighborhood and are able to deliver services with a focus on cultural competency.

Sharing space. CAFE partners with community organizations to rent space onsite at its facility. This provides clients with many services under one roof which is valuable in a neighborhood where residents often face transportation barriers. CAFE’s 56,000-square-foot facility houses its own comprehensive services along with programs provided by La Plaza, Family Development Services/Head Start, the Marion County Health Department’s WIC program, Finish Line Boys and Girls Club, the Damien Center, Marion County Sheriff’s Parole services, Indiana Department of Workforce Development’s Work One program, and Warren Township School’s Walker Career Center.

Convening and facilitating: CAFE also convenes and facilitates many groups that exist to advance a variety of community improvements and economic development projects that increase the vitality of the neighborhood. Groups and initiatives like the Far Eastside Community Council, Collective Impact Council, Apartment Managers Roundtable, and the Eastside Neighborhood Action and Community Team hold their meetings at CAFE’s facility and are instrumental in addressing needs related to education, employment access, crime, safety, and food access.

In the past two years, there have been increased opportunities for funding to elevate the quality of life while reducing violence and poverty for vulnerable populations who have experienced inequities for generations. The Central Indiana Community Foundation’s Elevation Grant and the Urban League’s Indianapolis African American Quality of Life Initiative are both opportunities that align with CAFE’s vision, mission, and strategic goals.

These revenue streams have enabled CAFE to embark on enhanced partnerships and invest in the Far Eastside community by working with community-based organizations. To date, CAFE has partnered with and invested in six organizations that have a spectrum of experience, capacity, and readiness to complete the requirements for the grant proposals as well as to manage significant funds. The organizations are Crown Community Development Corporation, The Kween Project, M.O.V.E., New Direction Church, Project Free University, and The Ross Foundation. CAFE worked with these organizations by:

Allocating resources. CAFE’s consultants work closely with the organizations to learn more about their programs, identify programmatic outcomes and impact, and develop budgets. As a result of this information exchange, comprehensive grant proposals are prepared and submitted on behalf of the organizations. The expenses for these services have been covered by CAFE.

Taking fiscal responsibility. Once the grants are awarded, CAFE’s staff works with the organizations on management of the grants. Managing the grants during periods of one or two years requires regular reporting, careful monitoring of how the funds are spent along with gathering the corresponding documentation, and data collection and analysis.

Building capacity. CAFE’s staff and consultants do not do the work for these organizations alone. It is because of true collaborations and significant input and effort from the organizations’ staff members that the partnerships have been a success. The funding has enabled the organizations to hire more staff, provide services to more clients, and make a deeper impact. The organizations have also learned how to manage grant funding. In fact, two of the organizations are now managing grant awards without CAFE as a fiscal agent and another is emerging and aspiring to get to this level.

CAFE’s partnerships with these agencies have provided the funding needed to significantly expand and enhance their programs, build organizational capacity, and achieve greater sustainability. These investments and collaborations are solutions that will contribute to increasing the quality of life and the vitality of the Far Eastside community for years to come.

Melanie Priest is passionate about making Indianapolis a great place to live, having strong connections in the community, and helping nonprofits share their stories of impact. For nearly 25 years, Melanie has worked closely with the Central Indiana philanthropic community to provide creative solutions to complex problems. As Director of Grants Services at Hedges since 2012, Melanie has secured hundreds of grant awards for dozens of Indianapolis nonprofit organizations to ensure they are able to advance their missions.

Sep 11

Accelerate your mission with an effective HR strategy

By Sponsor Insight

by Jeremy York, SHRM-SCP, SPHR, lead consultant and president

As many executives are aware, human resources (HR) is a vital function of any organization. An effective HR plan helps maintain a happy, inclusive, compliant, and effective workforce. If you want your organization to succeed, you must put into place strategies that allow your greatest asset — your people — to succeed.

For example, learning and development (L&D) can be critical in equipping employees with the skills they need to be effective in their roles — which, in turn, enhances employee engagement and business performance.

Employee benefits is another aspect of HR that needs to be regularly examined, especially as the needs and wants of today’s workforce evolve. Many organizations haven’t explored ways to adapt company benefits to the current workforce’s expectations.

At InvigorateHR, we understand how essential HR is for organizations to achieve their mission. Founded by Jeremy York in 2013, InvigorateHR is a human resource consulting firm that partners with its clients to develop solutions that are tailored for short-term and long-term success.

We work with a variety of nonprofit organizations, partnering with them on everyday people management strategies, compensation analyses, training, and one-off issues. As the world of work evolves, HR must as well.

Our approach is dynamic and our foundation rests in transparency and integrity. We are a forward-thinking company that sees the “big picture” which enables us to translate needs into tangible results.

And let’s be honest, today’s workforce challenges are tough. But we can be your strategic HR business partner and help you navigate through those tough workplace challenges.

About Jeremy York
With over 20 years of HR experience and leadership, Jeremy York has a profound understanding of the needs, wants, and challenges that organizations face. He has worked with and advised all levels of management on critical human resource strategy and business operations for both for-profit and non-profit organizations. He is an advocate for developing cultures that are socially responsible and that are diverse, equitable, and inclusive for people of all sectors of society and educating on the importance of emotional intelligence.

About InvigorateHR
InvigorateHR keeps at the forefront of the latest people management and development practices. Our services include People Consulting, Training and Development, Coaching, DiSC/Five Behaviors Assessments and Workshops, Talent Acquisition/Recruiting, Speaking Engagements, and Diversity, Equity, Inclusion, and Belonging (DEIB) Strategies. Please visit invigoratehr.com to learn more about our services.

Aug 21

Understanding burnout and its impact on employees

By Sponsor Insight

by Christy Frazier Shepard, managing partner, Planning Plus, LLC

According to a recent survey, burnout is on the rise globally, but particularly in the United States. The Future Forum Pulse survey revealed that burnout among the workforce rose by 8 percent globally and by 16 percent in the United States between May 2022 and August 2022. The rates were higher among middle managers.

With rising rates of employees reporting symptoms of burnout, organization leaders have been grappling with how to address the syndrome in the workplace. One good place to start is by gaining a deeper understanding of burnout.

What is burnout?

Burnout can be difficult to describe. However, it’s not a medical condition. According to the APA Dictionary of Psychology, burnout is defined as “physical, emotional or mental exhaustion, accompanied by decreased motivation, lowered performance and negative attitudes towards oneself and others.”

Often, people do not know they’ve reached burnout until they cross the line between “really tired” and “too exhausted to function.” Other people might be the type of personality who likes to stay busy and might not recognize when they are doing too much. Burnout also happens when work-life balance gets too far out of sync. With the rise in remote work and technology in most aspects of our daily lives, this out-of-sync balance has been a common occurrence in the last few years.

The difference between burnout and stress?

While often used interchangeably, burnout and stress are not the same thing. Depending on your personality and DISC behavior type, you may react positively to stress. Some team members find that small amounts of stress help them feel more productive and motivated.

According to the APA Dictionary of Psychology, stress is defined as “a normal reaction to everyday pressures but can become unhealthy when it upsets your day-to-day functioning. Stress involves changes affecting nearly every system of the body, influencing how people feel and behave.”

While the benefits or detriments of slight stress vary from person to person, burnout is exclusively detrimental. Too much pressure and chronic stress can lead to burnout. These cases occur when someone has been so worn down by stress that you feel — as the name suggests — burned out.

Like stress, burnout manifests differently, depending on the person. Even though we commonly associate burnout with emotional exhaustion, it can impact all areas of your life — including your physical health.

Signs of burnout

Common causes of burnout?

Like the various signs of burnout, there are a variety of burnout causes. In general, each cause leads to a central tipping point: When work-related stress or pressure becomes too much or goes on for too long, it can lead to burnout.

You may be at risk of burnout if there is:

  • Little to no control over your workload.
  • Little to no recognition of a job well done.
  • Unclear job expectations.
  • Unreasonable or overly demanding job expectations.
  • High-pressure work environments.
  • Too much work — specifically when it leads to less time to do the things you enjoy outside of work.

How to prevent burnout on your team

One of the most impactful things you can do as a manager is support your team and recognize burnout before it happens. It’s much easier to prevent burnout than to fix it once it’s already happening — by the time you notice burnout, it’s hard to reverse. Instead, be proactive about your team’s workload.

  • Frequently checking in on their capacity and resource management to get ahead of burnout and ensure team members aren’t overwhelmed.
  • Workload management tools give you a bird’s-eye view of everyone’s tasks in one place. That way, you can get a sense of if anyone is overloaded and redistribute that work if necessary.
  • Create realistic and attainable goals. Figuring out how a task contributes to a bigger initiative can take mental energy.
  • Mapping out a clear set of goals for your team to work towards can reduce confusion or overwork.
  • Schedule weekly or biweekly 1:1 meeting with team members to check in on priorities, capacity, and other questions they might have.

Reverse burnout

There are several strategies you can use to reverse burnout. The one that works best for you depends on your situation and personality. Try implementing these strategies in combination with one another for the best results.

  • Scheduling breaks. Burnout happens because you’ve been too stressed for too long. You likely have a lot of work to get done and may be feeling a lot of pressure to do it. To start pushing back against burnout, schedule breaks throughout the day.
  • Setting boundaries. All the causes of burnout have one thing in common: external pressure. One of the best ways to reverse burnout is to set boundaries for yourself. Choose a time to log off from work every evening.
  • Taking time off (if you can). This might not be an option for you straightaway but taking time off is a great way to relax and recharge. Even if you only take a day or half day away from work, this is a chance to seek work-life balance. When you do take time off, make sure to confirm with your supervisor that you’ll be offline and unavailable.
  • Take care of yourself. Often, burnout happens because we are dedicating too much of ourselves to our work. Take time for self-care. Make sure you are getting enough sleep and spending time with friends or family. Try introducing mindfulness into your day through things like yoga or meditation. This can help you combat stressors and increase wellness.

Build resilience

Burnout can happen to anyone, and just because you beat burnout once doesn’t mean it can’t creep up on you again. Here are some steps to developing resilience.

  • Build your work relationships. Many times, burnout can happen when you are isolated at work while simultaneously being under a lot of pressure. One way to build resilience against future burnout is to build and foster your work relationships. When pressure starts to mount, you have colleagues that can provide support and assistance to address the stress before it becomes burnout. You are not in this alone.
  • Align work with performance goals. Aligning work with goals means you’ll have a clear sense of why your work matters. When you understand how the work you are engaged in is contributing to the bigger picture and strategic plan, it is easier to understand and prioritize projects and tasks, even when the pressure starts to build. If you must change direction or reprioritize, you can effectively prioritize your most important tasks without worrying you won’t hit your goals.
  • Balance your work life with your personal life. In addition to getting enough sleep and connecting with loved ones, make sure you’re dedicating time to your interests outside of work. Do things you enjoy, whether that’s reading a book, seeing friends, being creative, doing a sport, or something else. Think of it like diversifying your investments—but in this case, you’re investing in your interests.

From burnout to balance

Burnout can fly under the radar. Given enough time, these symptoms can build up and impact the well-being of your team members. The best way to ensure your co-workers aren’t burning out is to spot it before it happens. That’s where workload management comes in.

Aug 07

VIPS raises awareness by creating a community for its niche audience

By Sponsor Insight

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

As the communications coordinator for Visually Impaired Preschool Services (VIPS), Ashley Ross faces similar challenges as many nonprofit marketers.

For one, the Indianapolis-based organization has a niche targeted population — families of children who are blind or visually impaired. “Often people don’t know who we are until they need us,” Ross said.

Other hurdles include raising brand awareness without the resources of many larger for-profit and nonprofit organizations, and encouraging the larger public to support a nonprofit that may not resonate with their personal interests.

VIPS has been able to make inroads in addressing all of those challenges by developing one-on-one connections throughout the community.

“The best strategy we have is creating a culture and a community within our organization that believes in our mission so wholeheartedly that it seeps into our daily lives,” she said. “Social media and marketing campaigns are extremely effective, but an important aspect is the passion surrounding the mission. If you can get a group of people to fully believe in what you do, you’d be shocked at what can happen.”

VIPS intentionally seeks opportunities to encourage a person to develop personal connections to the organization’s mission, Ross said.

“Often people feel connected because they are a family member, teacher, or a friend of the families we serve,” she said. “Other times, we connect with them through volunteer groups from other organizations/companies. We foster these connections by always putting our mission first. We share impact stories, not only from the families we serve, but our staff, volunteers, and board members.

VIPS also prioritizes educating individuals about why it is important to support the organization — whether or not they have a connection to a child with vision challenges, Ross said.

“One of our main objectives in raising awareness for our organization is informing the community of not only who we are and what we do, but how the success of our mission impacts the greater community … how it directly impacts the individual reading or viewing our communications,” Ross said. “Just because they may never know someone that needs our services, does not mean what we do cannot not impact them.”

VIPS has a mission of providing early intervention to young children who are blind or visually impaired, including giving parents the tools and resources they need to be more effective in raising a blind child and teaching children skills that will help them compensate for their vision loss at a young age.

“Overall, our objective in raising awareness is to create a space and community for children who are blind or visually impaired to reach their highest potential, despite their loss of vision and often other disabilities,” she said.

Making a big impact with the resources you have

When working with limited resources as a nonprofit organization, Ross said, it is important for the team to recognize their limitations.

“We are a small but mighty team, and I believe this is mostly due to the fact that we know our limits and focus on what makes sense for our organization,” Ross said. “There are so many social media platforms out there right now that it’s easy to get overwhelmed. We have the most success when we focus on just a few platforms, and as our team grows, we can expand that reach.”

Ross also said a post-scheduling platform and Canva, a design platform, can be essential for a small communications team. “Putting out consistent content will raise your awareness,” she said. “Trends will come and go but staying consistent is key. It is also something I am still working on.”

“Canva is free to nonprofits and has become one of the most used programs in my daily work life,” Ross said. “I use it to make documents, forms, flyers, videos, social media posts, and more. Plus, you can order physical copies of your creations for a reasonable price and great quality. It does have its limits, but if you are a small team, it’s a game changer.”

Overall, Ross said, it is important to stay focused on your nonprofit’s mission.

“Marketing and social media is an ever-changing world,” Ross said. “There are so many trends, algorithms, brands, and people that look like they are doing a much better job than you. I get a lot of imposter syndrome thinking, ‘I could never make something like that,’ or ‘Why didn’t I think of that first?

“On top of it, being in the nonprofit sector, you can feel the expectation of ‘I need to do so much with so little,’ and ‘So many people are counting on me.’ This pressure is extremely high during online giving days,” Ross added. “But through all these thoughts and pressures, the thing I push for the most when it comes to our branding and messaging is keeping it genuine.”

Keep it personalized

Ross also stresses the importance of remaining true to the audience of the nonprofit.

“There is an actual person behind these words, graphics, and videos. If you start marketing the same way everyone else is, or branding the same way, no one feels very connected to your organization,” she said. “This is definitely not something I have perfected, but it’s something I keep in mind as I implement the organization’s campaigns and marketing efforts.”

Aug 07

Amina Pierson at Martindale Brightwood CDC shares the secret of the ICON loan program

By Sponsor Insight

At April’s Indy Lunch for Parks event, Amina Pierson pointed at a 10-foot indoor jungle-gym and told a colleague, “I want to try that!” When others nearby weren’t ready to join her, Pierson took on the challenge herself, smiling confidently when she accomplished her goal. Many in the field of community development will relate to her confidence — it is essentially required by the job. With four years under her belt as the executive director of Martindale Brightwood Community Development Corporation (CDC), it’s this drive to take on new challenges that continues to push Pierson forward.

Pierson said that working with Martindale Brightwood CDC in her previous banking-sector role is what put the organization on her radar. In her current role, she continues to prioritize affordable housing, business development, and education for the surrounding community. A recently completed project combined several of these priorities by integrating six new units of affordable housing with a new community garden space for shared events and education.

“It’s all part of the same village,” Pierson. “We’ve improved the ability of our neighbors to live in safe, stable housing while also offering community classes these past two summers on topics such as gardening, financial literacy, farming, prescription management, and even yoga.”

The Martindale Brightwood CDC applied for a loan at 4 percent simple interest through Citizens Energy Group’s Investment Collaboration on Neighborhoods (ICON) program to complete the housing project. Pierson describes it as the CDC’s first “holistic” project, combining multiple improvement elements, and enabled by a loan that can be used to attract other types of funding. Martindale Brightwood CDC will soon borrow ICON funds again for a new effort combining housing and a designated community room.

“On our projects, we use the ICON loan as the first funds in,” Pierson said. “With this demonstration of trust from Citizens Energy Group, other organizations see that our projects are dependable and worthy of additional grants and loans.”

Pierson also noted that the ICON loan application is well-written; it asks only for what program managers need to know to approve the loan and doesn’t overburden the applicant with numerous or extensive reporting requirements.

“It’s the best-kept secret that they’re not trying to keep secret! This loan program can really be a door-opener for CDCs who may not be ready for other types of funding. I also suggest that CDCs could use this loan when they’re in a rebuilding phase or leadership transition as a simple way to access funding.”

For Pierson, the reward comes when the neighborhood truly understands that the CDC is working for and with them. She says the fulfillment runs deeper than the numerous challenges. And the opportunity to be a turnaround organization — offering empowerment and equity to her community — is worth the effort.

About ICON

The ICON loan program can be a valuable resource for CDCs working to improve the lives of families and individuals through affordable housing and community development projects. The program’s low, simple interest rates make it an attractive financing option for CDCs that struggle to access traditional sources of funding. Previous partners have included Hawthorne Neighborhood; Hearts & Hands of Indiana; Local Initiatives Support Corp. (LISC) Indianapolis; and Mapleton Fall Creek Development Corporation. ICON’s redevelopment efforts are in keeping with the mission of Citizens Energy Group to enhance quality of life and economic development in the communities it serves.

More information is available at https://info.citizensenergygroup.com/community/icon.

Questions can be directed to ICON@citizensenergygroup.com.

Jul 24

Technology’s impact on work culture

By Sponsor Insight

Support your employees with the tools needed to success

by Cody Lents, partner, COVI, Inc.

An ideal philosophy on information technology can be broken down into three primary focuses:

Cybersecurity. Ensuring that you stay operational and survive crises.
Culture. Empowering your people to succeed daily.
Impact. Ensuring that daily activities lead to fulfilling your mission and delivering the best experience to your customers and communities.

Our focus, for now, will be on culture.

According to Microsoft CEO Satya Nadella, “Culture is the leading indicator of our future success.” Considering this, it is important to track and understand how IT solutions and operations impact your teams and individuals. A good IT partner will strategize around elevating your culture and maximizing your impact, just as they would budget for tech and security against hackers.

The most impactful areas to focus on include:

Hardware. Don’t spend a dollar to save a penny; invest in business-class quality and up-to-date (current generation) components.
Software. Ensure that they are configured to be intuitive and scalable.
Standardization. Standardize specific manufacturers, specs, and channels to provide emergency backup equipment and streamline IT operations, such as procurement and deployment procedures.

The following focuses on three areas, along with the top five positive attributes for each one.

Hardware

Having up-to-date computers can bring numerous benefits to employees, such as:

Increased productivity. Up-to-date computers are faster, more efficient, and equipped with the latest software and hardware capabilities, which enables employees to perform tasks more smoothly, ultimately reducing wait times and improving overall productivity. Faster processing speeds and improved multitasking abilities can help employees complete their work faster and more effectively.

Enhanced collaboration. Modern computers often come with advanced collaboration tools and software, such as cloud-based platforms and communication applications. These enable employees to collaborate seamlessly with colleagues, regardless of their physical location. Features like real-time document editing, video conferencing, and instant messaging facilitate better communication, teamwork, and information sharing among employees.

Improved security. Outdated computers are more susceptible to security threats due to the lack of essential software updates and security patches. Up-to-date computers, on the other hand, benefit from the latest security measures and protocols, protecting sensitive data and minimizing the risk of cyberattacks. Regular updates help ensure that employees can work in a secure digital environment, safeguarding both personal and company information.

Access to advanced software. Contemporary computers often have the capability to run resource-intensive applications and software. With up-to-date hardware specifications, employees can take advantage of the latest software tools, such as advanced design software, data analysis tools, and virtual reality applications. This empowers employees to perform complex tasks efficiently and unlocks new possibilities for innovation and creativity.

Better user experience. Updated computers offer improved user experiences through user-friendly interfaces, streamlined workflows, and enhanced performance. Employees can benefit from the latest features and functionalities that simplify their work processes, reducing frustration and increasing job satisfaction. A smooth and enjoyable user experience can have a positive impact on employee morale and overall job performance.

By keeping computers up to date, employers can provide their employees with the necessary tools and technology to thrive in their roles, leading to increased productivity, collaboration, security, and job satisfaction.

Software

Provision of exceptional software for employees can lead to several positive outcomes, such as:

Increased efficiency and productivity. Excellent software is designed to streamline workflows and automate repetitive tasks, leading to increased efficiency and productivity. It eliminates manual processes, reduces human errors, and allows employees to focus on higher-value activities. Customizable dashboards, intuitive interfaces, and efficient data management features contribute to a smoother workflow.

Enhanced collaboration and communication. Quality software often includes robust features that streamline employee communication. Shared document repositories, real-time editing capabilities, project management tools, and integrated messaging systems facilitate effective collaboration, even when team members are geographically dispersed. Improved communication leads to better teamwork, knowledge sharing, and decision-making.

Access to comprehensive data and insights. Excellent software often integrates data analytics and reporting functionalities, providing employees with access to comprehensive insights. This enables them to make data-driven decisions, identify trends, and monitor key performance indicators. Access to accurate and real-time data empowers employees to analyze information effectively, improve processes, and drive business growth.

Simplified and streamlined processes. High-quality software simplifies complex processes, eliminating unnecessary steps, reducing manual effort, and improving efficiency. By automating routine tasks, employees can better manage their workload through complex processes. This streamlining of processes not only saves time, but also minimizes errors, and enhances the overall user experience.

Scalability and adaptability. Excellent software is designed to scale with the organization’s growth and adapt to evolving business needs. It accommodates increasing workloads, supports additional users, and integrates with other systems. Scalable software ensures that employees can continue to perform their tasks efficiently without encountering limitations as the company expands or undergoes changes.

By providing employees with excellent software, organizations empower their workforce to work more efficiently, collaborate effectively, access critical data, simplify processes, and adapt to changing business requirements, contributing to improved productivity, streamlined operations, and a better employee experience.

Standardization

Standardizing computer hardware and IT processes Can result in a variety of positive for employees, such as:

Consistent user experience. Standardizing computer hardware and IT processes ensures that all employees have a consistent user experience across the organization. Regardless of their location or department, employees can expect a familiar interface, software configurations, and hardware capabilities. This consistency reduces confusion, minimizes the learning curve when transitioning between devices, and enables employees to focus on their work rather than adapting to different systems.

Improved technical support. Standardization simplifies technical support and troubleshooting processes. When hardware and IT processes are standardized, the IT team becomes well-versed in the specific configurations and issues related to the standardized setup. This allows for faster problem resolution and more efficient technical support for employees. It also enables the IT team to develop standardized solutions and documentation that can be easily accessed by employees.

Enhanced compatibility and integration. Standardizing computer hardware and IT processes ensures compatibility and seamless integration between different systems and software. When employees use standardized hardware and software configurations, it becomes easier to share files, collaborate, and integrate various tools.

Streamlined IT procurement and maintenance. Standardization simplifies the IT procurement and maintenance processes. By having a standardized set of hardware and IT processes, organizations can negotiate better deals with vendors, benefit from volume discounts, and reduce the time spent on selecting and configuring individual devices. Additionally, standardization makes it easier to manage software updates, security patches, and system maintenance, ensuring employees have access to reliable technology.

Increased security and data protection. Standardizing computer hardware and IT processes helps enhance security and data protection. With a standardized setup, security measures and protocols can be uniformly applied to all devices and systems, reducing the risk of vulnerabilities due to inconsistent security configurations. Further, standardized processes simplify enforcing data protection policies, implement backup and recovery procedures, and ensure compliance with regulatory requirements, safeguarding sensitive information.

All in all, the standardization of computer hardware and IT processes creates a more reliable and productive work environment for employees while enabling the IT team to operate more efficiently.

I’ll leave you with a brief note of caution as you pursue a better IT culture. A 2021 Gartner survey found that “60% of employees experience frustration with new software.” This translates to tech solutions beyond software, as well. So, expert evaluation is of the utmost importance before implementing anything new, and investing in high-touch professional services is worth the price tag when it comes to implementing them.

Jun 19

Anti-racism: The unspoken word every organization should be talking about

By Sponsor Insight

By Tashi Copeland, marketing and communications manager, CICF

While diversity, equity, and inclusion have become commonplace in companies’ town halls and “About Us” sections, there’s still a word that many are shying away from — anti-racism.

According to The Center for Study of Social Policy and Racial Equity Tools, anti-racism is the active process of identifying and challenging racism by changing systems, organizational structures, policies, practices, and attitudes to redistribute power equitably. By omitting anti-racism from the conversation, organizations find themselves in patterns of passive awareness of equity issues without honestly confronting the reality of systemic racism, acknowledging how they contribute to it and changing their behavior to actively create an equitable society.

So maybe you’re thinking to yourself—wow, that sounds extremely challenging. And honestly, it is. Because our racist systems were built on more than 400 years of oppression, understandably, it will take time to dismantle them. However, The Indianapolis Foundation has created a tool to move you and your organization into the space of anti-racism work. It’s called the Movement of 10,000 (MVMT10K).

What is MVMT10K?
MVMT10K is a digital tool designed as both a website and a mobile app with the goal of educating individuals in Central Indiana and beyond about the history of racism, its present implications, and methods to make constructive change against systemic racism. It is a continuous, adaptive curriculum that invites our community to continue learning.

Kayla Knox, researcher and sociologist, serves as the platform’s project manager and an equitable initiatives officer for The Indianapolis Foundation. Along with her efforts, many of the tools The Indianapolis Foundation and its collaborative partners have used to contribute to a more equitable and anti-racist institution support the MVMT10K.

Learning objective #1: Recognize that anti-racism work benefits EVERYONE
Everyone is negatively impacted by systemic racism. Deeply racialized systems are costly and depress outcomes for all populations. Challenging and changing these systems benefits us all. The Curb-Cut Effect has shown us that changes initially designed for a specific group of people spread out to help the vast majority. A commitment to an anti-racist community allows for more authentic relationships, space for innovation, abundance, joy and economic development. The Movement of 10,000 can be your entry point to that commitment.

What to expect
Once you sign up for the platform, you’ll agree to the rules of engagement. These guidelines are a commitment to own the space and responsibility for collective engagement that’s both respectful and insightful — allowing for reflection, learning and unlearning.

Guidelines include:

  • Get comfortable with being uncomfortable.
  • Respect and listen to others’ lived experiences and respect different levels of awareness.
  • Speak from your own experience instead of generalizing (“I” instead of “they, “we” and “you.”)
  • Take risks, make mistakes and keep going and growing with the movement.

After setting up your profile, you’ll take a self-assessment. There are no right or wrong answers. The assessment allows you to recognize where you are on your learning journey, and you can retake it along your way to gauge where your understanding has shifted and how you feel about your role in building a more equitable community for all. You’ll then be able to dive into the initial learning pathway.

The pathway gives users — or Movers — a solid foundation for the road ahead, resources to protect their mental well-being and a shared vocabulary to make courageous conversations a little easier.

Tools to start the conversation
Whether you’re leading your organization’s equity work or an individual who wants to see some change in your organization, the thought of having a conversation around race might seem daunting. That’s why The Indianapolis Foundation team, in partnership with trained facilitators, experienced educators and current students, created the Movement of 10,000 facilitation guide. The guide is for anyone interested in facilitating group conversations using the resources uplifted by MVMT10K to inspire reflective learning about themes relating to anti-racism. It’s meant to direct your conversations and empower you and others to bring members of your staff or community together. We recognize that this is just a starting point.

Anti-racism isn’t just a moment
Even after you joined the Movement of 10,000 and went through the learning pathways, recognize that the work is not done. Awareness should eventually evolve into action—or Works of Equity. If you and your organization are genuinely going to have anti-racism implanted into your DNA, you must continue on the learning journey—the app is just an entry point.

Continuously evaluate your organization’s policies. Recognize your privilege. Assess where you’re at on your equity journey and where you still need to go further. As Pamela Ross, vice president of community leadership and equitable initiatives for The Indianapolis Foundation, says, “anti-racism cannot be just a moment. It must become a state of being.”

So, what are you waiting for? Join the movement today.