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Jun 22

A Starting Point: 10 Grant Opportunities for Indiana Nonprofits in a Challenging Funding Landscape

By Feature

By Morgan Riley, Charitable Advisors

Fundraising right now feels a bit like learning a new map while the landscape keeps shifting. Fortunately, to find their footing, organizations don’t necessarily need the biggest budgets. Resilient fundraisers are building a funding ecosystem and weaving together multiple sources of support instead of relying on a single lifeline.

Federal funding uncertainty, increased competition for grants, and growing community needs have created a difficult environment—particularly for small and midsized organizations that are being asked to do more with limited time, staff, and resources.

If you’re part of a team where grant writing is just one responsibility among many, there is still hope.

In times of uncertainty, diversification becomes a way to build resilience, and collaboration matters. Smaller grants can sometimes create meaningful momentum. Funders are looking for organizations that are building partnerships, sharing ideas, and working together to solve challenges that no single organization can address alone.

With that in mind, we’ve gathered 10 grant opportunities Indiana nonprofits may want to explore this summer. Some are designed specifically for smaller organizations, some support experimentation and capacity building, and others reward strong community partnerships.

Our hope isn’t to create another overwhelming to-do list. It’s to provide a starting point and a light in the tunnel.

  1. Hamilton County Community Foundation Competitive Grants

    Apply: https://hamiltoncountycf.org/grants/hamilton-county-community-foundation-competitive-grants/

      Deadline: July 31, 2026

      Why it’s noteworthy: One of the strongest examples of trust-based philanthropy in Indiana, this funding opportunity emphasizes unrestricted operating support, allowing organizations to invest in both programs and the infrastructure that sustains them.

      Who it’s for: Nonprofits serving Hamilton County working in childcare, housing, workforce development, education, and social services.

      Takeaway: Funders are increasingly recognizing that strong operations are essential to strong outcomes.

      1. Indiana Humanities Mini Grants

      Apply: https://indianahumanities.org/grants/

      Deadline: Rolling monthly deadlines

      Why it’s noteworthy: These small but flexible grants are designed for experimentation—supporting storytelling, public dialogue, and community engagement projects that may not require large budgets but can have meaningful local impact.

      Who it’s for: Nearly any Indiana nonprofit engaging the public through education, storytelling, cultural programming, or civic conversation.

      Takeaway: Small grants can be strategic investments in innovation and pilot programming.

      1. CreatINg Places (IHCDA)

      Apply: https://www.patronicity.com/creatingplaces

      Deadline: Rolling through December 31, 2026

      Why it’s noteworthy: This program pairs community-led crowdfunding with state matching funds, rewarding projects that demonstrate strong local buy-in before public investment is made.

      Who it’s for: Indiana nonprofits and local governments working on placemaking, community spaces, neighborhood revitalization, and public gathering projects.

      Takeaway: Successful fundraising is increasingly tied to visible community engagement and support.

      1. Ball Brothers Foundation Grants

      Apply: https://www.ballfdn.org/grants

      Deadline: Open year-round

      Why it’s noteworthy: While many foundations focus on program expansion, Ball Brothers Foundation places significant emphasis on capacity building, including strategic planning, communications, leadership development, and collaboration.

      Who it’s for: Indiana nonprofits (with strongest consideration in East Central Indiana) seeking support for both program and organizational strengthening efforts.

      Takeaway: Building stronger systems is not overhead; it’s mission-critical work.

      1. Pacers Foundation General Grants

      Apply: https://pacersfoundation.org/grants/

      Deadline: Quarterly cycle (next interest form deadlines: Sept. 15, Dec. 15, March 17, June 16)

      Why it’s noteworthy: This funding prioritizes youth-serving work in education, health, and safety, with a strong preference for collaborative approaches involving multiple community partners.

      Who it’s for: Indiana nonprofits serving youth through education, wellness, safety, or community development initiatives.

      Takeaway: Partnerships can significantly strengthen competitiveness in youth-focused funding.

      1. USDA Rural Business Development Grants

      Apply: https://www.rd.usda.gov/programs-services/business-programs/rural-business-development-grants

      Deadline: June 30, 2026

      Why it’s noteworthy: This federal program supports rural communities through workforce development, technical assistance, equipment, and economic development projects.

      Who it’s for: Nonprofits serving rural areas focused on economic mobility, workforce readiness, or community infrastructure.

      Takeaway: Eligibility is broader than many organizations assume—don’t rule yourself out too quickly.

      1. Hendricks County Community Foundation Open Grants

      Apply: https://hendrickscountycf.org/for-nonprofits/apply-for-a-grant/

      Deadline: September 15, 2026

      Why it’s noteworthy: Designed for flexibility, this grant supports projects that do not fit neatly into traditional funding categories, allowing organizations to present community-driven solutions.

      Who it’s for: Nonprofits serving Hendricks County with projects that fall outside standard funding priorities.

      Takeaway: Some of the best opportunities allow room for creativity and local responsiveness.

      1. Indiana Climate and Democracy Catalyst Fund (CICF Collaborative / Indianapolis Foundation)

      Apply: https://indianapolisfoundation.org/climate-fund/

      Deadline: Rolling applications with quarterly reviews (through Nov. 20, 2026)

      Why it’s noteworthy: This collaborative fund supports community-led solutions that strengthen environmental resilience, civic participation, and local leadership—often prioritizing grassroots and emerging organizations.

      Who it’s for: Indiana nonprofits working in community engagement, coalition-building, environmental equity, civic participation, or place-based community development.

      Takeaway: Funders are increasingly investing in networks and relationships—not just standalone programs.

      1. Indiana Arts Commission Arts Project Support Grants

      Apply: https://www.in.gov/arts/grants/

      Deadline: September 3, 2026

      Why it’s noteworthy: These grants support arts-based projects across Indiana and are open to organizations that integrate creative approaches into broader community work—not just traditional arts organizations.

      Who it’s for: Nonprofits incorporating arts, creativity, or cultural engagement into their programming, regardless of sector.

      Takeaway: Cross-sector strategies can open doors to unexpected funding opportunities.

      1. Indiana Office of Community and Rural Affairs (OCRA) Funding Programs

      Apply: https://www.in.gov/ocra/

      Deadline: Varies by program throughout summer and fall cycles

      Why it’s noteworthy: OCRA offers multiple competitive programs supporting housing, infrastructure, downtown revitalization, and community development—many of which require or encourage local government partnerships.

      Who it’s for: Nonprofits working in collaboration with municipalities, counties, or regional partners on community development initiatives.

      Takeaway: Collaboration with local government is increasingly a key pathway to funding eligibility.

      The most important takeaway isn’t any individual grant on this list, it’s the reminder that you don’t have to have a large development department, a full-time grant writer, or a decades-long history with a funder to build a sustainable funding strategy.

      Some of the strongest organizations are successful because they’ve learned to diversify their support over time. They’ve pursued smaller opportunities, invested in relationships, and said yes to partnerships that expanded their impact.

      If this season feels particularly challenging, know that many organizations across Indiana are navigating the same questions. The work doesn’t happen overnight; You’re not behind; And you’re certainly not alone.

      May you have space to test a new idea, strengthen a partnership, or just create enough breathing room to continue serving your community well.

      We hope this list serves as a useful place to begin.

      Your work is important and worth investing in.

      Feb 20

      Practice leadership more intentionally

      By Sponsor Insight

      by Jeffery Kaufman Ph.D., associate professor of leadership and research, The Klipsch Educators College at Marian University

      Leadership is hard work. Every day, all day, how we show up as professional leaders is either building engagement and energy or draining it. The good news is that there are specific patterns of thought and action that can help leaders show up more wholly, and in turn, liberate organizations to unleash their full potential.

      Marian University’s Leadership Academy helps individuals in authority roles practice leadership more intentionally. Our practitioner-focused programs emphasize the Adaptive Leadership framework, developed at Harvard University. This foundation provides a leadership focus that recognizes organizations as social systems, differentiates between technical problems and adaptive challenges, and expressly accounts for the nuance and power of authority and group dynamics.

      To meet your individual leadership goals and growth, Marian University provides individual leadership courses, executive certificates, a Master of Arts in leadership practice, and a doctorate in Organizational Leadership. Learn more about these various options at the university’s website.

      Why?

      There is more to organizational leadership than simply meeting technical goals and objectives. Organizations rarely struggle with technical problems given the availability of experts to solve problems that have known solutions.

      Where organizations have the most difficulty is in addressing adaptive challenges where people have conflicting values, beliefs, and loyalties. As the stakes rise and the challenges become increasingly complex, perspectives diverge, and stress begins to bubble — first beneath and then above the surface.

      Stakeholders may not be sure how to express their passion/fear/outrage in a constructive manner. This program works to develop your capacity and skill set to be more effective in understanding and navigating those most difficult challenges — exercising leadership from any position, mobilizing others to make progress on your organization’s most difficult issues.

      What?

      We will explore life-giving leadership tools and practices that help create a purpose-driven culture including motivation and engagement, understanding self and others, gaining awareness of authority and group dynamics, and using emotion for wisdom and energy. In short, building capacity to be present to your community as an intentional and centered leader when it matters most.

      Nov 28

      Conducting a development audit: Is it time for a fundraising check-up?

      By Sponsor Insight

      by Angela E. White, CFRE, senior Consultant and CEO, Johnson, Grossnickle and Associates

      The pandemic caused many nonprofit organizations to respond to urgent needs. Now nonprofit teams are emerging, ready to take stock of what they learned and determine how best to serve their constituents and deliver on their mission. This opportunity for reflection and planning presents a great time to consider the role of philanthropy at your organization and conduct a fundraising check-up.

      What is a fundraising check-up? A development audit or assessment is a tool to measure capabilities of your fundraising program and help you identify opportunities to grow philanthropic support. It provides an objective view on assessing your current fundraising outcomes, setting realistic yet aspirational goals for future performance, and identifying areas for additional investment to be able to perform to your full potential. And, importantly, this tool will assess how well you have embraced a unified culture of philanthropy among your board, staff, and across your institution.

      When should you conduct a fundraising check-up? There are some specific times when it is particularly beneficial to conduct a development audit. If your organization is going into strategic planning, an audit can help you determine a realistic plan to raise more money to fund your strategic initiatives. As new leadership comes into an organization, there are often new priorities that need to be funded or an opportunity to reflect on the staffing and structure of the organization.

      Many nonprofits saw dramatic shifts in their revenue sources during the pandemic, either from an influx of new donors, the addition of new government funding, and/or potential shifts in corporate or foundation funding. As you identify these shifts in revenue, the audit can provide your leadership with an opportunity to dig more deeply into the trends to determine if it is a blip in the radar or something you can capitalize on for future growth.

      National trends are also warning of a shifting donor base, with fewer households donating to charity. An audit can help you look at the implications of these trends within your organization and the mechanisms that could help you engage and keep new donors.

      How do you conduct a fundraising check-up? We believe it is good to have an outside firm conduct an audit to provide a level of objectivity. However, you may be able to employ many of these methodologies if you wanted to undertake this type of check-up yourself, using your own analysis and reports.

      Prior to undertaking an audit, it is important to communicate to staff and volunteers that you’ll be conducting an audit. Lesson any anxiety they may feel by sharing how you will use the information. An audit is not punitive. It shouldn’t be thought of as a way to find problems or mistakes. It is an opportunity to strengthen your development program and boost your fundraising results.

      Before starting the audit, identify who you may want to engage to help you conduct objective interviews, compile data and resources, and assist with scheduling. Take the time to compile complete and accurate data and resources.

      What data do you review in a fundraising check-up? First, review qualitative data sources to understand where you are and where you might be able to improve. Look over printed resources, such as your strategic plan, policies and procedures, and collateral materials. Conduct interviews with key staff members, board members, leadership, department heads, and volunteers. These conversations bring light to the numbers and data you will collect elsewhere.

      Examine your development systems and structure to ensure you have the right resources and procedures in place to support the development operation. Are there resources the development department needs that are not being provided? Are you using your donor database to its full potential and are you able to track the kinds of metrics you need?

      Next, examine quantitative data. We recommend looking at five years of fundraising data to identify trends. Look at the drivers of philanthropic revenue. Are you overly reliant on one source of philanthropic revenue that might put your organization at undue risk, for instance if there was a cut in major grants or government funding?

      Compare your development expenses, including staff time and direct costs, to your philanthropic revenue to calculate your cost to raise a dollar (CRD) and the return on investment (ROI). This snapshot of your performance can be compared to peer institutions and national trends.

      Using benchmarking data in an audit can help you gain an understanding of how well your development effort is performing as compared to your peer and aspirant institutions. The annual Giving USA report is an excellent benchmarking source.

      How do you use a fundraising check-up? Once you review the quantitative and qualitative data that you have compiled, present those results along with your recommendations to your leadership, board, and staff for review and discussion. Following this review, develop an action plan and timeline for implementation of your recommendations.

      Taking the time to conduct a development audit is a worthwhile way to capitalize on what’s going well and understand where you can expand and invest to raise even more funds for your organization in the future.

      Angela E. White, CFRE, serves as Senior Consultant and CEO of Johnson, Grossnickle and Associates (JGA). Angela is a faculty member at The Fundraising School at the IU Lilly Family School of Philanthropy and serves on the CFRE International Committee on Directorship.

      Apr 25

      Get inspired to set a vision for your nonprofit

      By Sponsor Insight

      by Jan Breiner Frazier, owner/managing member, PlanningPlus

      The HISTORY Channel has created a series of excellent documentaries around the topic “The … that Built America,” including “The Men Who Built America” and “The Food That Built America.” The topics primarily center on the 1920’s and beyond with the genius of Vanderbilt, Rockefeller, Carnegie and Ford, as well as Hershey, Mars and the Kellogg brothers. And, in case you think only men made the list, Marjorie Post took over the business run by her father, C.W. Post, and further developed it to become General Foods.

      While many of these industry leaders used any means possible (especially since most regulations were lax in those days), including implementing actions that would be considered highly unethical by today’s standards, their visions are still awe-inspiring. They were able to grasp and look beyond the current challenges facing them as well as those well into the future.

      What can we learn from the stories about these leaders? And what do they tell us about leadership today?

      Search “leadership” on Google or whatever search engine you use, and you will find a plethora of articles about what makes a good leader. But looking back at the 20’s, these are common characteristics.

      1. Vision. They saw beyond their immediate environment and envisioned how they could change the world on a large scale.
      2. High degree of risk taking. They were willing to bet all they had on their envisioned success, even if they stumbled and fell as they built their companies.
      3. Perseverance. Many of them saw doors slammed in their faces, endured the criticisms of families and friends, and constantly faced challenges with money. Yet they pursued their dreams even in the face of opposition and naysayers.
      4. Passion. While their heads took the logical pathways, their hearts stayed true to their course.
      5. Goal to improve lives. This may sound a little touchy feely, but Henry Ford wanted the middle class to afford cars, Madame C. J. Walker wanted hair products for a market no one else was addressing, and Kellogg’s corn flakes began as a health food to cure many ailments.
      6. Trust building. They were able to create a small army who believed in the vision and trusted their leader to make it come true, even through many stumbles and falls.

      How can we channel that today? Is there still a need for vision?
      In the nonprofit world, leaders today need all these attributes. When we engage clients in strategic planning, we encourage them to look beyond the future of just their organization and toward a vision for our city, state, region and even beyond. What do you want the world to be like for your population of stakeholders? How can you broaden that vision to include the lives of those outside your domain?Imagine. Then determine your piece of making that vision happen (what we call “mission”).

      As for those other qualities, they really can’t be taught as they are innate at best. But once there is a dream — a vision, if you can build a team that can handle the risk, persevere, and have a worthy goal, you can usually encourage others to go along with you for the ride.