Skip to main content
Tag

nonprofit

Jan 24

Looking back to move forward in 2022

By Feature

With an unprecedented demand for services, the Urban League and Coburn Place outline plans to support critical community needs, employees and partnerships

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

“Unprecedented.” That’s the word that immediately comes to mind for many Central Indiana nonprofit leaders in addressing the new challenges in carrying out their mission in the wake of the COVID-19 pandemic.

And many of those experiences are now critical in shaping how nonprofits are shaping plans to operate in 2022, including new ways to approach donors, addressing employee burnout and collaborating with other nonprofits, according to two local nonprofit CEOs.

The Urban League of Indianapolis, which promotes economic empowerment among underserved communities through education, job training and workforce development, unexpectedly entered into new terrain during the pandemic, according to Tony Mason, CEO and president. 

“At the onset of the pandemic, we started receiving calls from the senior living communities who were concerned about how their residents were going to get food,” Mason recalled.

After connecting some of the senior living communities to Gleaners, Second Helpings and other food banks, Mason assumed that request had been fulfilled. The team continued to focus on how to shift its operations to a virtual format. 

“But the calls kept coming in,” Mason said. “And they were coming from citizens. We had to do something.”

As a result, the Mason conferred with the rest of the Urban League team about launching a plan to operate as a drive-through food and resource distribution center. Assuming that the drive-through operations would only last a couple of months, the team decided it would serve as a good opportunity to engage and connect with the community while meeting an urgent need, Mason recalled. 

However, by the end of 2021, the Urban League  had continued to provide the service for more than 80 consecutive weeks, at times distributing food to up to 900 households each week, Mason said.

For Rachel Scott, president and CEO of Coburn Place, those challenges included serving an increasing number of victims of domestic violence, a trend that was reflected nationally and globally in response to lockdowns.

“We were inundated with new clients due to an unprecedented increase in domestic violence,” Scott said. “This meant not only hiring and training new staff, but redefining how we serve survivors. We were already set up for mobile advocacy, but suddenly that was all we had. Our staff had to be creative. They did intakes by phone with abusers in the next room because meeting at a coffee shop wasn’t an option.”

Adjusting to growing domestic violence needs

At the same time, Coburn’s development team was forced to turn away donations.

“For the development team, the in-kind donations we rely on to furnish safe homes for families disappeared because we could no longer have people dropping off items in our building, and of course, we couldn’t accommodate our regular volunteers,” Scott said. 

“We produced volunteer opportunities people could do virtually and found other ways to make up for the loss of in-kind donations. We found that many of the things we did because we had to are things we will continue — creative advocacy, engaging volunteers remotely, virtual support groups and new partnerships.”

The team also relied on innovation to meet needs.

One of the answers to meeting the needs of domestic violence survivors was to develop individualized housing safety plans during the lockdown, Scott said. “We worked with other organizations to create solutions for survivors, like hotel stays so they could get to safety immediately,” she recalled. “Our support groups went to a virtual format.”

While delivering programming is critical, it also is important to focus on internal needs, Scott said.

“Nearly every nonprofit organization that provides direct services to the community was pushed to the brink of its capacity in the last two years. We need to prioritize the well-being of nonprofit staff so we can continue to give our best to the people we serve,” Scott said. “That likely means addressing the mission creep many of us have experienced during this time. We all need to step back and make sure we are the best option for clients and, if they would be better served elsewhere, work with other organizations to make sure their needs are met.”

From the perspective of the Urban League, one of the most critical developments from the pandemic has been the formation of collaborative partnerships, Mason said.

“We established partnerships with some of our neighborhood-based, grassroots organizations, such as CircleUp, MD, Before You Fall, Purpose of Life, and Ministries of the Street,” he said. “We had about 10 to 12 organizations which would, from week to week, would come and would also pick up resources and take them back to their congregations or to people in the neighborhoods. We recognized that everyone can’t come down here.

“In some ways, it became an important part of what we’re doing because it positioned us to where we were collaborating more and with emerging and existing grassroots neighborhood-based organizations that would have probably in the past not considered being connected to us.”

Mason said those relationships will continue to be instrumental in meeting the needs of the community in 2022 and beyond.

“It allowed me and my team to better understand who else is out there on the ground doing this work, people who are committed to it,” he said. “People need help 24/7. It doesn’t change. We have pockets of poverty all over the city. Poverty is everywhere. So it’s important to have  this level of connectivity and be in relationships with groups that are doing this work all over the city.”

Scott also said it is important to be transparent when talking to donors. “See and speak the truth about where you are as an organization — not just what seems impressive,” she said. “What a donor wants is tangible ways to help and partner, not just have their own egos inflated. Be candid with your closest donors and supporters. Let them partner more deeply by letting them in on the areas where you need help.”

Dec 20

Barriers to the boardroom: Where’s our seat?

By Sponsor Insight

by Tashi Copeland, communications manager at CICF

This year, I turned 29. This means old enough to vote. Old enough to grab a glass of wine at Daniel’s Vineyard. And old enough to rent a car. And while I have years of professional experience — and even a few gray hairs — I’m still not top of mind to be a member of anyone’s board of directors. Why is that?

I had the opportunity to watch Dr. Una Osili, associate dean for research and international programs and Dean’s Fellow for the Mays Family Institute on Diverse Philanthropy at Indiana University Lilly Family School of Philanthropy, present The Truth About Board Diversity. During her presentation, Dr. Osili indicated that while diversity may be trending positively regarding gender — and making some progress with racial diversity — age is still a challenge in the not-for-profit board makeup.

“We find that age is an area where many nonprofits simply do not have anybody under the age of 39 on their boards. And 39 is not necessarily young, but that just gives you a sense that board members tend to be much older than the average population,” Dr. Osili said.

As of 2021, the average age of the U.S. population is 38. When board members are such powerful pieces of the not-for-profit chessboard, organizations must commit to making their boards reflect the communities they serve. For these organizations to successfully do this, they must address some barriers young people face in obtaining these seats.

One such barrier is mandatory-giving policies for their board members. According to a 2018 Board Source Survey, 68% of not-for-profit organizations have a policy requiring board members to make a personal contribution annually. I understand that board members need to prove their commitment to the organization beyond attending board meetings, and a financial gift easily checks that box.

But consider this. In 2021,

So, while my fellow Millennials and I would love to make a sizeable donation, our current cost of living may not allow us to give the extra $5,000 to sit on a board. And that should not take us out of the running to serve as leaders. Young people have time and talent — just not as much treasure.

Now is the time for organizations to create diverse boards and put their capital in action by sponsoring a board seat (look to the Mosaic Fellowship for a potential roadmap). Many organizations’ boards and executive leadership have voiced their struggles about engaging with younger generations. Inviting us to the table would be a game-changer and ensure a smoother transition from one generation of leaders to the next.

Some may have concern that someone younger simply does not have the life experience to lead. This case doesn’t hold anymore. Our technological revolution has led my generation to learn, connect, and produce faster than ever before. Additionally, we’ve grown into adulthood during some of our nation’s most significant historical moments — 9/11, marriage equality, the Great Recession, the tragic normalization of school shootings, a racial reckoning, and a global pandemic, just to name a few. As a result, our worldview was developed through a newer lens of empathy and an appreciation of diversity than previous generations, which most are still wrestling with. But that doesn’t quite translate nicely in LinkedIn profile. Maybe we should all start adding that to our resume’s special skills section?

Including a younger demographic in board structures has proven success. According to the Impact of Diversity Study, boards with higher percentages of members aged 39 or younger tend to be more engaged in governance and have higher involvement. Additionally, this demographic is more likely to have board members who ask others for donations. Young people are more than willing to give up their time while also leveraging their networks to bring in dollars. The engagement is there. The fundraising is there.

If organizations continue to lack the intentionality of having younger representation during quarterly conversations, the voice of an entire generation will be silenced. Organizations literally can’t afford to take that risk. Don’t continue to use board tenure or limited networks as excuses. So many organizations have risen to the challenge of navigating and reworking business practices during this global pandemic. Increasing diversity in the boardroom is just another modification these organizations will have to address.

One of the most powerful concepts when speaking on diversity is the diversity of thought. Bringing in younger board members allows organizations to gain perspectives from a generation redefining business strategy, economic success, and stakeholder priorities. Organizations can fully view operational and reputational risks and opportunities for growth through a new lens by simply inviting this next generation of leaders to the table. We’re ready.

Dec 13

How we adapt to change can lead to positive transformation

By Sponsor Insight

by Allie Petty-Stone, HR and firm administrator, Alerding CPA Group

We could all agree that during the many seasons of this pandemic, the only thing that seemed consistent was change. Many organizations were facing dilemmas on business continuity and workforce retention while many of us were dealing with our own personal anxiety and uncertainty. We stood in a state of “standby” as we awaited each federal, state and/or municipal update, considering how each announcement could alter the terms of how we engaged business and how it may impact the livelihoods of our people.

The crisis demanded continual high-level interaction and engagement with our leadership and how we proceeded was crucial. It was during this period that communication was critical in keeping our staff informed, however, it felt every update became obsolete as a new media blast would often change the basis of our plan.

Through this dilemma, we quickly realized that good business and best laid plans can be suddenly upended by the happenings within our world. Our team had to be adaptive and malleable with onlooking colleagues and stakeholders counting on us; we had to be ready to respond.

First, let me say I’m a believer in finding the silver linings. Self-actualization can be surmised up by perceiving life’s challenges and difficult situations as a gift. It is within these parameters that we find out more about ourselves. Do you welcome the possibilities that can be evoked through change?

Challenges once perceived as an adversary can ultimately turn into an unintended friend. Yes, these disruptors are inconvenient to our way of life and have the poorest of timing. However, if you look on the flip side, these are tests of our readiness and our willingness to ponder solutions. Whether it be people related or situational, we have an instance to grow, learn and build our skills.

Use change as an opportunity

Change is the opportunity to upend the mundane and breathe new life in our own rationale. Engaging with colleagues, advisors and even a team of strong-minded friends is essential to draw on solutions, hone creativity and offer diverse opinions. These have been some difficult months and the struggle continues for many. Change also serves as a reminder to routinely evaluate our business model and to never get too comfortable with the status quo.

A crisis necessitates change and, as a result, we witnessed many businesses modify how they delivered services for business continuity. Many restaurants moved to a pick-up service during lockdown. Some businesses implemented work-from-home scenarios and implemented more technology to create better connections and a secure environment. Nonprofits held fundraisers through online events and auctions. This creative thinking led to alternate opportunities. These opportunities kept connection to their people and communities. Therefore, the pandemic offered an occasion to look through a new lens and create transformation.

Change also can be cruel, so I do not mean to oversimplify or diminish any pain. However, how you overcome your circumstances is what can make or break you. Accepting that there are times that things happen FOR us rather than TO us is a part of discernment.

Your perspective and next steps determine your resilience and agility through these experiences. With each hurdle, you will become more adept and learn to embrace change rather than just simply “getting through it.” I wish you a positively transformative 2022 and beyond.

Dec 06

6 leading nonprofit trends to look out for in 2022

By Feature

Philanthropic researcher, educator predicts a year focused on equity, smaller donor pools, innovation, mission and new HR policies

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

As local nonprofit teams plan for another calendar year, the agenda most likely will include strategies for embracing change, innovation and sustainability in numerous areas, according to Amir Pasic, Eugene R. Tempel Dean of the Indiana University Lilly Family School of Philanthropy.

With the pandemic and social protests representing some of the most disruptive events in the nation’s history, nonprofits are being forced to regroup on how to carry out their mission and operations, Pasic noted. “Almost all of our lives were turned upside down in many ways,” Pasic said. “The nonprofit philanthropic sector was no exception.”

Pasic pointed out six trends that nonprofits will likely need to address as they move into a new year.

1. Integrating equity as a long-term solution. While conversations and news around racial equity may not be as intense at the height of social justice protests, it will remain at the forefront of agendas of nonprofits, Pasic said. 

“When you had the kind of material, economic consequences of COVID, and then afterwards the killing of George Floyd and other black citizens, you saw the rise of racial reckoning and that becoming a global phenomenon. Equity and inclusion became major topics,” he said. “The fervor might have dissipated a bit, but I think those priorities are going to be there permanently for the nonprofit sector because so many of us became aware of the fact that our institutions and practices have been exclusionary.”

With the growing awareness around racial equity, Pasic added, it will have a “differential impact on nonprofits, depending on where they stand.”

2. Relying on a smaller pool of donors, mostly wealthy. Another trend that emerged during the pandemic is a shrinking pool of donors, Pasic said. “One of areas of research that has been interesting but somewhat worrisome is that giving continued to grow, but it came from a smaller number of donors,” Pasic said. “There was pretty strong evidence that donations are coming from a smaller number of wealthier people. We will be looking to determine if that trend will continue.”

Pasic said that nonprofits will need to make further adjustments if that trend remains. They will need to understand the best strategies for engaging a smaller number of donors until they can expand their donor base. “They need to ask, ‘How do you balance that with planning for a future where you’re trying to replenish those donors over time?’,” Pasic said

3. Rethinking employee work schedules. Another concern related to equity emerged during the pandemic when some employees easily transitioned to working online, while others faced downsizing or layoffs because they jobs demanded an in-person presence,according to Pasic.

Human resource leaders will need to explore ways to adopt hybrid work models while addressing the needs of all employees. “It looks like there’s going to be all kinds of different combinations of people working remotely,” he said.  

4. Offering a mix of in-person and online volunteer/giving opportunities. During the pandemic, a significant number of nonprofits offered volunteers ways to continue to support the mission remotely, Pasic said. “More people started giving online, engaging online and trying to figure out who they can help online,” he said. “At the same time, we saw an upsurge in neighbors helping their neighbors. We saw people knocking on the doors of neighbors they may never have met before to see if they could help by shopping for groceries.

“I think we’re going to see more of this type of decision-making in the future,” he added. “People will continue to figure out what it is that they can do remotely and when they have to travel.”

5. Remind your team of your mission. With many nonprofit organizations undergoing unprecedented changes in adjusting to challenges, it’s important to take the time to focus on the mission, Pasic said.

“In times of difficulty, it’s important to remind yourself why you exist. What is your mission?” he said. “Revive that purpose. It’s not only a time to remind yourself of what that is, but for those who are your champions. It can sometimes be forgotten when we’re all scrambling to make it through the day, but I think that that sense of mission can be rejuvenated and give you some energy to start the next day.”

6. Embrace innovation as an ongoing pursuit. “The pandemic has shown us that there’s no reason to keep doing the way we’ve been doing,” Pasic said. “A sense of innovation and possibilities are some of the positive things that came out of the pandemic. When we know our mission, then we can think of innovative and interesting ways to pursue that. We need to take some of the things we learned during the pandemic and apply it to the future.” 

Nov 29

Nonprofits are exploring innovative ways to thrive with United Way of Central Indiana’s support

By Sponsor Insight

by Jonathan Jones, senior director of social innovation, United Way of Central Indiana

There’s a way to do it better. Find it.

That’s a quote from Thomas Edison, one of the greatest inventors in American history. Even with minimal schooling and a hearing impairment, Edison found a way to channel his imagination and curiosity into innovations that have made all our lives better.

Innovation is never easy, especially in the human services sector. With nearly a quarter of a million households in Central Indiana in poverty or economically unstable, community organizations are working tirelessly – even more so during the pandemic – to address so many challenges facing our Hoosier families.

At the end of the day, there are few hours remaining and resources left for agencies to even consider Edison’s statement. So, in 2018, United Way of Central Indiana offered an innovative solution by creating a new strategy, a significant investment and solid commitment to promoting and funding social innovation initiatives in our region.

Since unveiling the Social Innovation Fund three years ago, United Way has granted $2.95 million to 35 United Way accredited and non-accredited community organizations to “find a way to do it better.” In the spirit of Edison, we’re happy to report that the light bulb is working.

For example, the Indianapolis Legal Aid Society has used its Social Innovation Fund grant to hire a full-time social worker to collaborate with attorneys assisting individuals who are struggling to stabilize their lives. The innovative idea here is the partnership between social and legal services: While the lawyer might be helping a client on an eviction notice or reinstatement of a driver’s license, the social worker can focus on helping the client overcome other social impediments to success like financial and transportation assistance.

In another example, grant recipient Growing Places Indy has used its social innovation funding to expand its Urban Farm Incubator program, the first of its kind in Indiana. Growing Places Indy began its work by supporting new and underrepresented farmers of color in urban areas by providing access to land, mentoring, equipment, job training and business development assistance. Now, the program will expand to include training in farming technologies, and a combination food hub for individuals in need a co-op for local farmers who seek additional support. The innovative concept here is lifting up agriculture as a way to address food insecurity and workforce development – together.

Recently, United Way selected 14 organizations that will receive Social Innovation Fund grants totaling $1.2 million for the 2021-2022 fiscal year. With these funds, organizations will use innovative approaches to combat homelessness, expand nutrition programs for Black individuals living with HIV, and support people affected by addiction and substance use disorder, just to name a few. Just think, roughly 5,000 people in total will benefit from innovation in human services in 2022. By successfully seeding innovation in human services now, we hope to expand these initiatives to serve more people throughout our community.

United Way is proud to be a leader in accelerating new ideas that could ultimately lead to better outcomes for Hoosiers. Thanks to community organizations for their ingenuity and donors for their generosity, innovation will be the key to our community’s success and a brighter future.

The light bulb is on. There is a way to do it better. Together, we are finding it.

Nov 22

Financially preparing and protecting for today, tomorrow, and the years to come

By Sponsor Insight

by Sandy McCarthy, president, Retirement Services, OneAmerica

As professionals in the financial services industry, we’ve devoted our careers to helping individuals attain financial peace of mind, personal protection, and retirement security.

The pandemic, though, has cast this important work in a new light, invigorating Americans’ interests in all aspects of financial preparedness and personal protection, and highlighting the deep connections between financial, physical, and emotional wellness.

This is a pivotal moment for our industry and the Americans we serve, as we guide those who have just experienced, first-hand, the complex and unexpected path life can take. In this new environment, widening the lens and broadening the view on the traditional idea of financial wellness can help Americans feel prepared and protected for today, tomorrow, and the years to come — whatever those days and years may bring.

Retirement and personal protection strategies go hand-in-hand

As a longtime veteran of the financial services industry, I’ve seen first-hand the energy we’ve collectively spent educating retirement plan participants about market risk, asset allocation, and the importance of beginning deferrals early. Though these are, of course, critical elements, there’s more that’s needed to help individuals establish peace-of-mind about their financial security.

As an industry, we must guide individual workers, and their employers, to look beyond the retirement plan — to realize that true, comprehensive plans for financial wellness also incorporate personal protection and decumulation strategies. This is especially critical and relevant post-COVID, as the pandemic forced the idea of financial protection for loved ones, and our own mortality, to be top of mind in a way we haven’t seen previously.

As uncertainties abound, the products and strategies we provide are a port in the storm — allowing individuals to safeguard retirement savings, set aside money for health or longterm care expenses, or ensure loved ones are protected. And the focus on healthcare expenses, in addition to retirement funds, is one that can’t be overlooked.

According to HealthView Services, a 65-year-old couple in good health will need $387,644 to pay for healthcare costs for the remainder of their lives. And the U.S. Department of Health and Human Services reports that someone turning age 65 today has almost a 70 percent chance of needing some type of long-term care services and support in their remaining years.

Still, according to a survey from the American College of Financial Services, only about one third of retirees currently have any type of long-term care plan.

Widening the lens on financial wellness

In recent years, we have honed in on examining the critical role emotional and physical wellness play in holistic financial wellness. Financial stress can cause emotional or physical health issues, just as emotional or physical health issues can result in financial strain and resulting stress. These factors are important considerations, especially as our industry navigates how best to engage and educate American workers to take action toward overall financial wellness. We have an opportunity to meet each person where they are, and to help American workers take the next step in their personal wellness journeys — acknowledging and aligned with their individual circumstances or life events. According to Employee Benefit Research Institute’s 2020 Retirement Confidence Survey, 7 in 10 workers (69 percent) feel confident in their ability to retire comfortably, though only 27 percent feel very confident. Overall confidence is up slightly from 2018 and 2019, when the survey showed 64 percent and 67 percent. We’re collectively making progress, but there’s still work to be done.

Connecting where it counts

For many Americans, the workplace is the frontline for financial education, and it may even be one of the only places where individuals receive financial guidance. As an industry, it’s up to us to help employers understand the value of providing employees with opportunities to improve holistic financial wellness — both for the well-being of individual employees, and to meet company objectives. Employees who are less stressed about financial, physical, and emotional health are more focused, present, and able to contribute to business success.

This is a significant concept, considering data from the 2021 PwC Employee Financial Wellness Survey showing that nearly two thirds of full-time employees say their financial stress has increased since the start of the pandemic. This has an impact on both productivity and retention, with 45 percent saying finances have been a distraction at work and 72 percent indicating they would be attracted to another company that cares more about their financial well-being than their current company.

The promising news is that employers understand the important role they play; 62 percent of employers feel “extremely” responsible for their employees’ financial wellness, up significantly from 13 percent in 2013, according to Bank of America’s 2020 Workplace Benefits Report. Employers — along with the financial professionals who guide them — will continue to play an increasingly greater role in helping employees strengthen their financial foundations.

Our industry exists for times like these, and our purpose — to protect and secure — has only been emphasized and reaffirmed over the past 18 months.
We’re an industry connected to the people we serve, and it’s an honor to engage with a wide network of professionals committed to bettering the lives of individuals and their families.

Editor’s note: A version of this article was originally published in LIMRA Marketfacts #4, 2021.

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 08

How do we reimagine shelter?: Pandemic forces Indianapolis leaders to seek new ways to address homelessness

By Feature

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

In recognition of National Homeless Awareness Month, Not-for-profit News gained insights from nonprofit leaders on the latest efforts to support those experiencing homelessness.

When Indiana Gov. Eric Holcomb issued a “stay-at-home order” on March 23, 2020, it became painfully clear that not all Hoosiers would have an equal ability to safely navigate the global pandemic of COVID-19, including people experiencing homelessness.

“It’s hard to be safe when you don’t have a home,” said Chelsea Haring-Cozzi, executive director of the Coalition for Homelessness Intervention & Prevention (CHIP), the organization leading The Indianapolis Community Plan to End Homelessness 2018-2023. “The way people were able to stay safe during the pandemic was to stay in their homes and engage in all the hygiene practices. That’s really scary if you don’t have that home in the midst of a public health crisis. It really elevated the nation of housing really is healthcare. We have to continue investing in and supporting permanent housing choices for people.”

Since the outbreak of COVID, community leaders and government officials have combined efforts to meet the needs of the city’s homeless as their numbers have swelled — to 1,928 on any given night based on a January 2021 point-in-time count. That’s up from 1,588 in January 2020. While some of those differences may be traced to a different counting method — over a five-day period instead of a one-night period, numerous factors have led to an increasing number of people experiencing homelessness, Haring Cozzi said.

In the past, Haring-Cozzi said, people may have avoided being counted in the homeless system because they relied on couch surfing for shelter. “What we saw this last year with COVID, people who may have stayed with family and friends found that was no longer a viable option. People are now saying, ‘I can’t run the risk of additional people in my house outside of the family unit.’”

Also, with social distancing rules in place, congregant housing, like Wheeler Mission’s shelters, were required to reduce the numbers of guests to abide by guidelines for social distancing during the pandemic.

Clearly, those challenges aren’t over. “We’re still in the midst of the pandemic,” Haring-Cozzi said. “Because of COVID, there are more people experiencing homeless, living unsheltered, and who are housing unstable.”

Another major complication in meeting the needs of those facing homelessness is inadequate staffing, according to Perry Hines, chief development officer for Wheeler Mission. Employee shortages have made it increasingly difficult to support initiatives to expand services at a time when they’re most needed. During a normal year, Hines said, the organization would serve 700-800 people with beds and/or meals at its facilities. In 2020, that number climbed to 1,200-1,300 per day because of the increased need, he said. 

“This year, we are planning for increased demand. What that means is finding beds and anticipating an increased need for food and social services — especially during the winter contingency time frame, which is Nov. 1 through March 31,” Hines said. 

However, some of the programs needed to support individuals and families experiencing homelessness, such as overseeing accommodations in hotels, require additional staffing, Hines said. 

“We are severely lacking in employees. We need help. At any given time, we will have 20 to 30 job openings. Our employees have a tough job. They’re on the front lines,” he said. “A lot of times our employees can go to McDonald’s and get $15 an hour. We don’t pay $15 an hour, so that makes it real tough to keep things in place. On top of the demand for more services and more people coming into your doors, you’re having a tough time getting qualified people to help open the doors.”

Planning a future with minimal homelessness

While the impact of COVID has been devastating for many individuals and families with inadequate housing or no housing, it has been impactful in accelerating collaboration around how to imagine alternatives to homeless shelters, Haring-Cozzi said. 

One of the primary ways that leaders are envisioning a new path is by considering alternatives to the prevailing sheltering model.

“A lot of sheltering is based on these congregate models,” Haring-Cozzi said. “That doesn’t allow for spaces where people can isolate and have privacy and for family units to stay together. The pandemic and the use of hotels really opened up a lot of our community leaders’ eyes on how to create safe sheltering models — one that serves public health purposes and serves the purpose of keeping families together. It becomes housing-centered.”

Those experiences helped shift the conversation to how to get people connected to permanent housing, Haring-Cozzi added. “We have started some intentional work around shelters being part of a rehousing process and not a destination — not a place where people stay for long periods of time,” she said. 

Another layer of support that needed to be addressed is the access to technology, according to Haring-Cozzi. With so many services going virtual during the pandemic, including mental health services, many people experiencing homelessness didn’t have the technology to access them. “We realized we have to make services accessible in a different type of way,” she said.

Hines also said that efforts must focus on expanding support services, including those that address mental health and addictions, to ensure that the needs of a segment of the population experiencing homelessness are met. 

“We are always asking how can we do more beyond addressing the immediate needs? That’s the emergency shelter part. We also are asking how can we solve the underlying problem? That’s the social work part,” Hines said. “We know that there are a lot of joblessness issues that result from mental health and addiction issues. Our hope and dream is that we want to end homeless in Indianapolis but that means addressing both the structural issues as well as the underlying causes.”

Haring-Cozzi said that she is hopeful that significant change can be realized as a result of the millions of dollars in federal funds targeted to homelessness throughout the nation, including Indianapolis. “This is probably a once in a lifetime opportunity to take these federal resources and really focus on how you shift systems and how you help support people getting back into permanent housing,” she said.

She also said that the collaboration around addressing homelessness — among nonprofit agencies, service providers, and government entities — will be instrumental in realizing real change.

“I’ve seen collaboration this past year in ways I have never seen it before,” she said. “We’re all working under the same shared agenda. We’re trying to keep people healthy and then get them into housing. That’s significant. This last year really helped kind of solidify that shared vision. We don’t want to manage homelessness. We really want to move towards ending it.”

Nov 08

Delegation vs. micromanagement: It’s a delicate balance

By Sponsor Insight

by Jan Frazier, Planning Plus, LLC

As much as I hate to admit it, I have often been accused of being a micro-manager, something all consultants preach is a big no-no. But as with anything, there certainly is a time and place for this style.

Delegation is revered as a managerial approach to empowering employees, improving efficiency in day-to-day operations, and is considered a “best practice.” The Rules of Delegation dictate that this approach only works if the “delegatee” has the knowledge, skills and experience to get the job done. And we do want to assume our employees have those requisites or they wouldn’t be there (right?). But an employee’s view of the outcome — what the end result should look like, both in style and substance — may be very different than that of the delegator. It’s not a question of skills; it’s a question of definition. And if a common definition of what a completed project looks like is not created, it will be hard to fix on the back end.

Managing for a successful outcome

What are your expectations for the work — as to both what and how? If you have a checklist in mind of how the work will be completed, it’s imperative you share that checklist. Otherwise, both parties could be in for a huge disappointment. Providing this picture of expectations is often called out as micro-managing but that is not always the case. Company culture can have a key aspect.

It may be OK in your organization that as long as the project gets done, we’re happy. But it may be that your culture dictates that projects are completed ahead of the final due date so that there is ample time to review, make edits, and ensure that all I’s are dotted and T’s are crossed prior to final completion.

In this Covid culture when a significant amount of time is spent off-site and not in the same room, e.g. Zoom, group emails, multiple texts, etc., at the end of the discussion have you specifically agreed who is going to do what and by when? And when will everyone follow up? When these pieces are missed, someone needs to step in and ask those questions. This may be considered micromanaging to some but thank goodness someone is stepping up to fill in these blanks.

A culture of performance-based management can go a long way to avoid these types of delegation vs. micromanagement conflicts.

Ensuring that all employees clearly understand what must be done, the expectations of performance (both what and how), and how their work will be evaluated is the first step in a performance-based management culture.

Too often, we are all moving so fast that we make a number of assumptions about how much employees understand what we want and our level of expectations. But that is a dangerous assumption to make.

In those cases, you may find yourself inevitably becoming the dreaded micromanager.

Oct 25

Is now the time?: Revisiting your vision, mission and values

By Sponsor Insight

by Kate Brierty, consultant, Hedges

Rapid change has been relentless. Over the past 18 months, many organizations have been forced to make tough decisions about how to continue their work with limited resources and difficult contexts. Others have swiftly and significantly expanded programs and staff to meet a growing demand for their services. The ability to make split-second decisions and fast adaptations has been essential for every nonprofit organization to survive.

As we begin to consider how to reliably deliver meaningful impact in our new context, many organizations have carved out space to reflect on what’s new, what’s next and how to move forward in a sustainable way. Now more than ever, we are hearing that strategic planning has been challenging as organizations have found increased misalignment between their stated mission, what they do currently, and what future actions the changes in their communities call for. After factoring in the desires of a community, funders and a team, it can feel like an organization is left trying to be everything to everyone.

If this frustration or misalignment feels familiar, your organization might benefit from pressing pause on strategic planning until you can revisit and realign what’s most core to your organization: your vision, mission and values. It can sometimes be difficult to tell when this reflection process is needed, but the five questions below can help you determine if investing the time on vision, mission and value work now might help you avoid frustration, build alignment, and create a stronger plan for your organization’s future.

  1. Does your organization need to define its vision, mission and values?

This might seem obvious, but you’ll first want to consider if your organization has taken the time to clearly write out its vision, mission and values. You might use different terms to describe this work (like calling it an organization’s purpose or commitment); regardless it is important for these core pieces to be internalized and aligned across the organization.

Before this alignment can occur, Board and executive leadership need to start by ensuring the organization’s vision, mission and values exist and are current, by asking: Is there a document where these pieces have been defined? Do internal and external audiences know where and how to find these definitions?

Although the format of the content might look different for each organization, these documents should contain formal, scripted answers to a few simple questions:
Vision- If your organization were successful, what would the new reality look like for your community?

Mission- What role does your organization play in helping create that new reality?

Values- What beliefs and principles are central to how you do your work and operate in the community?

Stakeholders look for and expect vision, mission and values to be spelled out publicly, and you don’t want to leave those stakeholders wondering why the organization is not being transparent about its purpose. Without having all three foundational pieces clearly outlined, internal and external stakeholders can also be forced to create their own definitions that may or may not align with the organization’s actual strategic direction. Formalizing these definitions before beginning any planning ensures that teams can ask clarifying questions and build understanding of these core facts about the organization before jumping into planning from them.

  1. Is there significant misalignment or disagreement within your team?

Having your vision, mission and values defined and known is essential, but it is often not enough to create the clarity your team needs to utilize these tools in planning. With many of our nonprofit partners we have found that when there is significant frustration on a team during a planning process, it is coming from each member of the team fighting for what they personally believe must be prioritized based on their own interpretation of the organization’s foundational pieces.

Sometimes when we feel that tension at the start of a planning process, we’ll hear folks say things like: “Remember that we’re all here for the same mission!” And that might be technically true. However, each team member’s view of that mission is shaped by their own experiences and interpretations. Creating intentional space to help the organization discuss and align on these core components can allow your entire team to create a shared understanding of how you would define these pieces in your organization’s context. We have seen defining values to be a particularly impactful exercise to create alignment with staff and board teams, as the full organization works together to craft a definition for each value that is relevant and meaningful to the team’s current work.

Even with shared understanding, there might still be significant misalignment or disagreement about the organization’s future. However, building the team’s capacity to utilize this common language and shared commitments in the planning process can help you productively move through disagreement towards stronger results for the organization and less frustration for everyone involved in the process.

  1. Does your organization no longer effectively utilize your vision, mission and values?

Vision, mission and values define what is core to your organization. They are the foundation for everything you do. That means they should be a part of every planning or evaluation conversation in the organization.

These foundational pieces of the organization should be a large piece of comprehensive planning processes, and they should serve as guideposts when making decisions around budget, staffing, development, or program evaluation. For example:

When you are considering applying for a new grant opportunity, do you revisit your mission and check that the expanded programming falls within the work you’ve committed to do?

When your Board is creating their personal fundraising messages, do you share tools to help them stay vision-focused?

When you are creating your staff performance evaluation systems, is there a portion focused on how their work aligns with the organization’s values?

If your team doesn’t incorporate your vision, mission and values into planning or your current definitions no longer feel like valid tools that can be used in decision making, then it might be time to re-visit these foundational pieces with your team. Building comfort with applying these core components of the organization to everyday work can help your team see and connect with vision, mission and values in a more substantial way.

  1. Have your organization’s programs or services shifted significantly?

If the pandemic has caused your organization to drastically shift what you do to serve your community, you are far from alone. In BKD’s State of the Nonprofit Sector- 2021 Annual Report, of the over 300 nonprofit organization respondents:

  • 89% said they had altered their delivery of programs and services in 2020.
  • 63.7% said they were likely to maintain their current programs and services and add some new.
  • 29.3% said they were likely to eliminate some current programs and services but not add any new.

While some of these program shifts might be meeting a temporary need, many organizations have also been including conversations about how to incorporate some of these updates into their long-term plans. For example, we are seeing some organizations consider shifting their geographic reach to grow to a statewide impact with more virtual services offered, while others are looking to hone their focus on more deeply impacting a specific community.

Before considering the sustainability of any enhanced, expanded, or shifted services, it can be helpful to step back and evaluate what fits with the organization’s current mission. If there is misalignment between proposed services and the current mission, then the organization can have a frank conversation to decide if that mission or the menu of services needs to be adapted.

  1. Have the needs of your community shifted significantly?

A strong vision is based in the context of the community that a nonprofit engages. That community has likely gone through some meaningful change since your organization’s founders crafted the original vision and mission for your work. Moreover, that community has likely changed drastically in the last 18 months as individuals adjust and adapt to the new context in which we all live.

Drastic changes, like those brought about by the pandemic, can be good reminders that every organization needs to be consistently assessing the needs of their community. We have partnered with organizations that have gathered this feedback effectively through a large formal landscape analysis and through intimate feedback conversations with their closest partners and those utilizing their programs and services. It does not need to be a complicated process, but it does need to work for your team or else collecting this data can easily become a low priority that gets pushed to the back burner. No matter how it’s collected, frequent community feedback can alert you to even gradual changes in the landscape and help you identify when it’s time to revisit your vision, mission and values to check their relevance and remain responsive to your community.

If you answered “yes” to any of the five questions above it does not mean you are experiencing an identity crisis or that you are facing major change as an organization. It does mean that taking time to intentionally revisit your organization’s vision, mission and values could be a meaningful experience for your team in this moment.

Your organization’s level of need should determine the depth of engagement your team needs in this work right now. You could make this a formal process tied to larger landscape analysis or long-term strategic planning, or it could be a limited internal conversation to help everyone get on the same page before jumping into the coming year.

No matter how you approach it, being open to this important conversation shows internal and external stakeholders your organization is responsive to the changing needs of your community and ready and willing to take on what’s next.

Kate Brierty is passionate about asking the right questions to help individuals and groups have conversations and make decisions that will create real impact for the people they serve. In all her work as a consultant at Hedges, she is focused on pursuing meaningful results while keeping people at the center of her work.