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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.

      Apr 07

      Navigating Funding Uncertainty: How Black Onyx Management Empowers Nonprofit Leaders

      By Sponsor Insight

      Submitted by Black Onyx Management

      In today’s volatile funding landscape, nonprofit organizations face unprecedented challenges in securing stable government funding. Many nonprofit leaders find themselves struggling to plan effectively for the future. This uncertainty doesn’t have to derail your mission or impact.

      The Challenge of Uncertain Government Funding

      As a nonprofit leader, having predictable financial resources is essential to achieving your goals. When government funding—often a significant portion of nonprofit budgets—becomes unpredictable, the ripple effects touch every aspect of your organization. Financial forecasting becomes difficult, program sustainability is threatened, and the pressure to diversify funding sources intensifies.

      Many nonprofit leaders, especially those in smaller organizations, find themselves without the internal capacity to navigate these challenges while simultaneously managing operations, overseeing teams, and maintaining service delivery.

      Building Resilience Through Strategic Fundraising

      Black Onyx Management, a management consulting firm with a deep community focus, specializes in assisting nonprofit organizations in building resilience against funding uncertainty by helping them create diversified revenue streams capable of withstanding changing political and economic landscapes.

      A Comprehensive Approach to Nonprofit Sustainability

      Black Onyx Management offers nonprofit leaders a partner who understands both the big picture and the practical details of financial sustainability:

      Strategic Expertise When You Need It Most

      Black Onyx Management works closely with nonprofit organizations to develop comprehensive fundraising strategies that address immediate needs while building long-term sustainability. Our team can help your organization craft a compelling case statement providing the language and framework needed to effectively communicate your impact to potential funders.

      Cash Flow Planning and Budget Scenarios

      One of Black Onyx Management’s core offerings is helping nonprofits understand multiple budget scenarios based on different funding outcomes. This approach allows organizations to plan proactively rather than reactively when government funding changes. Our financial experts provide guidance on tracking income streams, managing fundraising expenses, and monitoring progress toward goals.

      Diversified Fundraising Implementation

      Black Onyx Management’s team helps prioritize and implement diverse fundraising tactics—from individual giving and corporate partnerships to events, grant applications, and online campaigns. Their hands-on support includes board training to ensure leadership becomes active participants in the fundraising process.

      A Team of Experts at Your Disposal

      When you partner with Black Onyx Management, you gain access to a multidisciplinary team with specialized expertise:

      • Fundraising strategists who can help you build a sustainable development plan
      • Grant research and management specialists who maximize your organization’s potential for securing and managing grants
      • Financial advisors who help you understand cash flow and create contingency plans
      • Research analysts who provide insights into donor behavior and preferences
      • Board and leadership development professionals who strengthen your organization’s governance and capacity

      Building Certainty in Uncertain Times

      In a funding environment where government support can change rapidly, Black Onyx Management empowers nonprofit leaders to take control of their financial future. By building strong relationships with diverse donors who believe in your mission, developing clear and compelling messaging about your impact, and creating systems to implement your fundraising strategy effectively, you can navigate uncertainty with confidence.

      Let Black Onyx Management help you transform fundraising from a daunting challenge into a strategic advantage. Together, we can build the financial resilience your organization needs to continue enhancing its impact.

      Black Onyx Management specializes in assisting nonprofit organizations as they navigate changes in the funding landscape. To learn more about how their services can help your organization build financial resilience, visit blackonyxmanagement.com or contact lauren@blackonyxmanagement.com.

      Jun 06

      To apply — or not to apply — for a grant

      By Sponsor Insight

      by Kate Tewanger, senior consultant, Hedges

      Leaders in the nonprofit sector often feel like they are on an endless search to find new grant opportunities to support their work and diversify the funders in their portfolios. When new opportunities become available or the opportunity to approach a new funder presents itself, it can be tempting to make program modifications to align with a funder’s priorities — particularly for ones that offer a significant financial investment in your work.

      Nonprofits may consider expanding their geographic focus, changing who they serve, or adjusting how programs are delivered to align with a new funding opportunity. Modifying program delivery in pursuit of a potential revenue stream may seem reasonable. However, if your organization doesn’t have the capacity to make the changes and they aren’t part of your strategic plan or vision, this approach can lead to negative consequences, including the following:

      • Grant rejection: Rejected grants are always disappointing. Submitting a grant proposal can be extremely time-consuming when you factor in the time it takes to create partnerships, develop strategies and tools to measure impact, and collect input from the community and stakeholders when making program modifications. Stretching the organization’s capacity to align with a grant opportunity can take time away from cultivating and pursuing opportunities that are better aligned with your mission
      • Mission drift and poor outcomes: Redesigning or modifying a program to align with a funding opportunity can slowly drive the organization away from its mission. Potential modifications also can impact program outcomes. For example, a program designed to engage middle school students may not easily be adapted to meet the unique needs of high school students and will likely result in undesirable outcomes.
      • Damaged relationships: Adapting your program to fit into a new funder’s priorities may damage your relationship with long-term funders who have supported the program based on the current design and outcomes. Furthermore, funder priorities often change and shift. Chasing an opportunity that puts your program and outcomes in jeopardy may damage a future relationship with the funder.

      Every grant opportunity comes with a cost of time and resources to cultivate relationships and write the proposal. Organizations can write the best proposal, but if the proposed program or project does not align with the funder’s mission and goals, it is unlikely to be successful.

      Investing time to carefully assess your organization’s mission and alignment with a potential funding opportunity before you even begin writing a grant can save you time in the long run and ensure that funding opportunities do not drive your work but instead support your strategic vision and priorities. Avoid common pitfalls when assessing a new funding opportunity or approaching a new funder by following these steps.

      Step 1: Assess alignment with the funder’s mission and priorities. The first step is to assess your organization’s mission and your proposed program’s alignment with the funder’s mission and priorities. The best place to start your research is on the organization’s website if they have one. Most foundations have websites that clearly state their mission and priorities. Some even have detailed guides for potential applicants that outline specific eligibility to apply, fields of interest (for example, education or human services), a description of the population they intend to impact, and/or geographic restrictions. Through this information, you can begin to evaluate whether your organization’s mission and proposed program have shared goals and objectives.

      Other funders may issue a formal Request for Proposal (RFP). This is particularly common for government funding or government funding that is passed through to another entity to administer. In this case, the RFP will likely include specific goals, objectives, and eligibility requirements, and will likely outline eligible and non-eligible activities. Carefully reading the RFP will likely provide the information you need to know whether your organization or proposed program is a good fit for the funding opportunity.

      Step 2: Grantmaking history. The next step is to research the funder’s grantmaking history. This information is likely published on the funder’s website or in an annual report. If it isn’t, the information can also be found on the organization’s 990 Form filed with the Internal Revenue Service. Learning about the organizations that have received grants in the past will provide another layer of information as you assess your organization’s alignment. You may observe patterns that are helpful in learning more about the funder’s interests or priorities. For example, you may observe that the funder has only made grants to youth-serving organizations or organizations located in a specific neighborhood. In some cases, the foundation or funder may not have information that easily accessible. If that is the case, reviewing the funder’s historical grantmaking data can be particularly helpful if the funder does not have a website or its priorities are not published.

      Step 3: Establish a relationship. The single greatest source of information is often the program officer or other key staff within the foundation. Staff at the foundation or organization providing funding can unlock information about the organization’s key funding priorities and strategies. Scheduling a meeting with key staff at the foundation can provide an opportunity for you to seek direct guidance and advice on their priorities and whether your organization or program align with their interests. Although this step can seem intimidating, it is an important step because: 1) the organization’s priorities are likely to evolve alongside the changing needs in the community; and 2) staff often have valuable insight and information that is not available on the website. Building a relationship with the funder can help you avoid spinning your wheels on a proposal that doesn’t align with the funder’s goals. Conversely, it can strengthen your approach and increase the likelihood that you are successful if you are encouraged to submit a proposal.

      To develop a relationship with staff at the foundation, identify a primary contact. This information may be found on the website, listed in an RFP, or by contacting the foundation directly to request the name and contact information of the person best qualified to answer your questions. Another approach is to leverage your board, staff, or program partners who may have a relationship with the foundation’s key staff members and can make an introduction. Before meeting with staff, make sure you have done your homework in steps one and two and have specific questions to learn more about the organization’s grantmaking goals and priorities. This also is an opportunity for you to share information about your organization and programs. Through this conversation, you will learn whether your proposed program aligns with the funder’s priorities. And, just because your program doesn’t align now, it doesn’t mean it won’t in the future.

      A thoughtful approach to assessing each funding opportunity or potential funder can save your organization time and ensure that you are pursuing an opportunity that will contribute to achieving its mission and goals.

      Kate Tewanger is a senior consultant at Hedges, where she partners with nonprofit organizations to identify and pursue mission-aligned grant funding that expands their capacity and increases their impact.

      Nov 22

      Is trust-based philanthropy here to stay?

      By Feature

      Indiana philanthropic organizations are weighing advantages of maintaining unrestricted funding models and alternative reporting processes post-pandemic

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

      In addition to a paralyzing pandemic and social unrest, 2020 marked the year that philanthropic organizations in Indiana, and nationally and globally, abandoned the rulebook on how grants traditionally had been issued.

      Many Indiana philanthropic organizations, weighed down by the enormity of the challenges facing communities, including job losses and food insecurity, decided to distribute funds to nonprofits without the need for detailed grant requests or reporting processes.

      “They woke up and asked, ‘What can we do?” recalled Claudia Cummings, president and CEO of the Indiana Philanthropic Alliance, which represents 190 philanthropic organizations in the state. The leaders of “one foundation showed up at the office one morning and mailed out checks to every single grantee — whether or not they had requested funds.”

      Other philanthropic organizations shared similar stories with the alliance, including distributing funds without restrictions — trusting that the grant recipients would use them to carry out their mission quickly and optimally in the midst of the global pandemic.

      In that way, the COVID-19 pandemic may have accelerated the adoption of better practices across all industries worldwide, according to Cummings.

      “Many things we would have thought to be impossible pre-COVID were adopted by a lot of institutions. It has opened up opportunities,” Cummings said.

      “While writing out checks to those who never even asked might not be something that’s triggered all of the time or even ever again because it may not be a good practice, we have learned that dollars can go out rapidly and we understand the mechanisms that can make that happen.”

      That demonstration of support didn’t come without challenges, Cummings said, noting that the markets went down in the wake of the pandemic outbreak.

      “It was impacting the ability of philanthropy to even respond financially. It was a really rough first six months but what I saw on the ground was incredibly inspiring. Our members, even in light of what was happening with the markets, made the decisions to give more than they had ever given before

      Pledge to transform philanthropy

      The question on the minds of many interested in the future of philanthropy is whether these types of changes are temporary — or are they signaling a significant shift in how philanthropic organizations operate.

      “Clearly, nothing in society globally is the same now as it was two years ago,” Cummings said. “No one has ever seen something this unprecedented. Now, we’re asking, ‘What happens next?’ There’s kind of a middle phase of trying to move as a response to recovery.”

      The Council on Foundations is among the organizations that is advocating for change, encouraging philanthropists to pledge to reform the sector by adopting the following reforms, especially during the pandemic:

      • Make new grants as unrestricted as possible, so nonprofit partners have maximum flexibility to respond to the crisis.
      • Reduce what we ask of our nonprofit partners, postponing reporting requirements, site visits, and other demands on their time during this challenging period.
      • Contribute to community-based emergency response funds and other efforts to address the health and economic impact on those most affected by this pandemic.
      • Communicate proactively and regularly about our decision-making and response to provide helpful information while not asking more of grantee partners.
      • Commit to listening to our partners and especially to those communities least heard, lifting up their voices and experiences to inform public discourse and our own decision-making so we can act on their feedback. We recognize that the best solutions to the manifold crises caused by COVID-19 are not found within foundations.

      While these measures are specifically focused on COVID-19, the council also advocates for long-lasting change in the areas of diversity, equity and inclusion as well as how philanthropists partner with nonprofits and the community working for social change.

      Indiana philanthropy organizations advocating for change

      Many Indiana organizations were among the philanthropists that accepted the pledge, Cummings said, and the expectation is that many of them will continue to accept the challenge to evolve. She also noted that numerous Indianapolis philanthropic organizations have already embraced change.

      “Clearly, nothing in society globally is the same now as it was two years ago,” Cummings said. “No one has ever seen something this unprecedented. What happens next? There’s kind of a middle phase of trying to move as a response to recovery.

      “What we hope to see is that our members will continue some of the practices that were learned at the height of the pandemic, including alternative reporting processes and an increase in unrestricted funds,” she said. “These are things that allow nonprofits more time to focus on their core mission.”

      Nov 27

      Leverage infrastructure grant programs

      By Sponsor Insight

      By Teddie Linder, business manager, Netlink, Inc

      The largest companies in the world are invested in good corporate citizenship.  As a nonprofit leader staying up to date on these opportunities could enhance the resources you have available.

      One area in particular has options you may want to investigate: technology infrastructure. This phrase simply means the common area where your files, database and company information is stored.

      Large (or even medium) organizations have a LOT of information that many people have to work with and access regularly.  They need to be in a shared area like a server.  On-premise servers (the big box in the back closet) now cost at a minimum $10,000 and sometimes grow to $18,000 – $22,000 by the time everything is said and done.  Finding the funds for this capital expense every 5 to 7 years can be difficult.

      These days, many organizations and companies are going to “the cloud.”  Clouds are simply large datacenters run by companies like Google, Amazon and Microsoft.

      The advantage of utilizing these services means being able to afford the storage and convenience of a server, but paying a monthly fee (operational expense) rather than outputting funds for a large hardware purchase (capital expense).

      Then there’s this: the two largest companies in this arena – Amazon and Microsoft – have strong nonprofit programs and are heavily invested in good corporate citizenship.   Their programs include grant credits that offset the costs of paying the monthly service fees.

      These grants are not difficult to obtain.  Depending upon the usage, a grant could cover several months of fees or most of the year.

      Amazon web-services grant

      Amazon Web Services offers nonprofits a $2000 annual grant that can be used toward AWS services.  Depending upon your organization’s needs, this grant could cover several months of payments.  One of Netlink’s clients was able to offset an entire quarter.  This grant requires you to be a member of Tech Soup and to pay a $175 administrative fee.

      Microsoft Azure grant

      Microsoft offers nonprofit organizations $5,000 in grant credits toward usage fees.  This grant is requested directly from Microsoft and covers all usage fees.  A small- to medium-organization may have a monthly fee of $300 to $400.  Even at the top end of that range, that pays the usage for the year.

      Cloud management is also important!

      Which one is best and should you go after the larger grant?  That really depends on your organization’s needs, and it’s important to get expert guidance in this area.  Infrastructure in tech is just as important as it is in your building.  You rely on your technology infrastructure to keep your organization’s digital assets safe.

      Your technical experts should be part of your team to make decisions that keep your technology up to date.  Look for programs for NFP’s in technology, and let your team know about them to save funds and have a strong technology base.

      Teddie Linder is the Operations Manager for Netlink, Inc.  She has over 20 years experience helping businesses use technology to accomplish their strategic goals.

       

       

      Oct 24

      MacArthur, Chicago Community Trust create low-interest loan program for nonprofits

      By Feature

      By Lisa Bertagnoli, reporter, Crain’s

      Chicago Community Trust and the John D. and Catherine T. MacArthur Foundation earlier this year introduced what they say is a win-win for Chicago’s philanthropic community: A way for charitably minded investors to participate in a local social-impact fund and a way for area nonprofits and social-enterprise companies to access $100 million in long-term, low-interest loans.

      The program, called Benefit Chicago, is unique in the country and is the city’s most ambitious social-impact investing tool to date, said Julia Stasch, president of MacArthur Foundation. “It is the first-of-its-kind collaboration among a community foundation and global private foundation with a deep commitment to its hometown,” Stasch said.

      It is designed to meet what research has shown to be a $100 million need for capital over the next five years among area nonprofits and social-enterprise companies. It will also satisfy investors’ desire to make investments with “meaningful social, economic and environmental impact,” the release announcing Benefit Chicago said.

      The program is set up for an initial 15-year run. If successful, it could be emulated in other cities, Stasch said. The fund could also increase beyond $100 million. “It would be good to not see the unmet gap that we’re seeing today,” Stasch said.

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      May 05

      Cooper Union inquiry puts nonprofits on notice

      By Feature, Fundraising, Governance

      By James B. Stewart, New York Times |

      In what should be a ringing alarm for nonprofit boards across the country long accustomed to minimal scrutiny or accountability, Attorney General Eric T. Schneiderman of New York has signaled that the laissez-faire approach to nonprofit governance is over.

      Mr. Schneiderman’s office has sent letters to the board members of Cooper Union for the Advancement of Science and Art, the prestigious college founded in Manhattan in 1859 by the philanthropist Peter Cooper on the premise that it be “open and free to all.” Last year, after the school said it faced financial ruin otherwise, it began charging tuition.

      The investigation, reported earlier by The Wall Street Journal, is focusing on the board’s management of its endowment; its handling of its major asset, the Chrysler Building; its dealings with Tishman Speyer Properties, which manages the skyscraper; and how it obtained a $175 million loan from MetLife using the building as collateral, according to people involved.

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      May 05

      From projects to people

      By Feature, Fundraising, Governance

      By Ken Banks, Ashoka fellow, Stanford Social Innovation Review |

      Bill Siemering was about to jump in his cab to make an airport pickup when his home phone rang. It was the vice president of the MacArthur Foundation. “I was shocked,” said Bill, “when he told me I was being awarded a MacArthur Fellowship.” That phone call proved to be the turning point of his life.

      He never did make that airport pickup.

      Years before, Bill had been the director of programming of National Public Radio (NPR), where he had created the first signature program in public radio, All Things Considered. He had also crafted NPR’s first mission statement, and while vice president at WHYY-FM in Philadelphia, he was instrumental in bringing Terry Gross and Fresh Air from a local to a national audience. Not bad, you might think.

      Despite blazing a trail, though, Bill had eventually found himself out of work; at that time, there just weren’t many opportunities in his sector. As he put it: “I’d spent over 30 years practicing the art and craft of my profession and had no way to use it. I felt like a pianist who lost the use of his hands.” Out of frustration and the need for a job—any job—he started training to be a driver for a car service at Philadelphia airport. He was about to go on his first driving assignment when he got the MacArthur call.

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      May 05

      Eight common innovation traps

      By Feature, Fundraising, Governance

      By Gabriel Kasper & Justin Marcoux, Stanford Social Innovation Review |

      Innovation, it seems, is easier said than done.

      Despite growing interest in applying innovation methodologies to social sector challenges over the past decade, more often than not, philanthropic efforts to support innovation fall short.

      That’s because the processes, strategies, and structures that funders need to deliberately seek out and support innovation are often quite different from the ones they use for traditional grantmaking—a lesson many funders learn the hard way.

      In our SSIR article “The Re-Emerging Art of Funding Innovation” last year, we highlighted many specific approaches that innovation funders are now using. But we find that many grantmakers still end up falling into one or more “innovation traps”—common mistakes that can prevent them from succeeding as they try to find and fund breakthrough social change.

      Some of these traps are challenges related to execution and implementation; others are more conceptual, rooted in the way organizations think about what innovation is and what it can achieve. As you read through the eight common innovation traps below, ask yourself whether your organization has faced one or more of these problems, and consider sharing your experience in the comments.

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