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Apr 03

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

By Feature

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

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

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

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

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

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

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

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

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

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

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

Women supporting women leads to progress

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

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

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

Gender differences at the root of self-advocacy

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

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

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

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

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

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

Mar 13

What now?: 4 steps to revisit your vision, mission, and values

By Sponsor Insight

by Kate Brierty, consultant at Hedges

Keeping an organization aligned during times of relentless rapid change can seem like an impossible task. Yet, it’s a task that many nonprofit leaders have faced on a whole new level since our world has been repeatedly hit with landscape-shifting changes over the past few years. The most successful leaders have taken on the difficult task of finding ways to keep what’s essential to their organization, while helping their team adapt their work to make meaningful impact in this new landscape. However, kicking off the plan to revisit, update, and align what’s at the core of your organization can be daunting.

In 2021, we gave organizations 5 questions they could answer to determine if the time is right to revisit their organization’s Vision, Mission, and Values. Many of you then shared that your organization’s essential statements were overdue for a review and refresh. So, today we want to offer insights into the obvious next question: What do we do now?

Although reviewing and revising your organization’s Vision, Mission, and Values is no small undertaking, there are a few straightforward steps you can adapt to implement a successful process for your team. We’ve outlined a 4-step update process that can leave your organization feeling more aligned, relevant, and ready to take on the changing landscape with confidence.

Step 1. Design and communicate the plan

An effective Vision, Mission, and Values review-and-revision process is intentional and inclusive, which does not happen by accident. Before you jump into editing, create a game plan for your organization’s approach. There are a few key questions to consider when structuring your revision process: What is actually up for adaptation? We encourage you to be open to reviewing all components of your Vision, Mission, and Values since they are so tightly linked and are all essential to your organization’s work.

Remember that leaving a statement open for review does not necessarily mean it will lead to any edits. However, if there is a piece of your Vision, Mission, and Values that is not on the table for potential edits, you should be transparent and provide context for that decision with all process participants to avoid frustration down the line.

Which stakeholders need to be invited to the process, and at what level of participation? Consider what voices and perspectives are needed at the table and then determine the most effective ways to allow those folks to participate. If these statements were originally created by a small group, then this is the perfect opportunity to be more inclusive and allow more voices to inform the process.

How will decisions be made? Get and be clear about how input will be considered, when decisions will be made, and who will be making them.

What is the timeline and what are the resources needed for this process? Once you know who will be included and how decisions will be made, then determine the timeline and resources (financial, staffing, etc.) that will be needed to complete this process as designed. Note: If you have another planning process happening soon (like strategic planning) you can consider how to thoughtfully combine these two planning pieces to maximize the resources allocated.

Once this plan is mapped, ensure that it is communicated to all relevant audiences in advance of asking them to participate. No one should find out about the process for the first time while being asked to give input on drafts. Thoughtful planning and communication can make sure no one feels blindsided or marginalized. Before the process begins, let your team know:

  • How the process will look and who will be involved
  • What about the Vision, Mission, and Values is actually up for review and adaptation
  • Who will make decisions and how the decisions will be made
  • How they specifically will be invited to participate throughout the process

Step 2. Answer core questions

Although it can be tempting to jump right into editing your current statements, consider beginning with an open conversation about what should be true for your organization’s Vision, Mission, and Values.

Revisit the definition of each of these statements and invite your team to answer the central questions that define them:

  • 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?

Whether you find that your team’s responses are perfectly aligned or very different, taking the time to openly answer these questions from the outset can help inform and strengthen the rest of your process. If you see lots of alignment, this can help you prioritize those concepts most important to people across your organization. If there is a great deal of misalignment across responses, it can pinpoint areas where you will need to put in effort to help everyone understand and get inspired by your organization’s updated Vision, Mission, and Values.

Step 3. Re-visit each statement in your current context.

Now you can draft updated statements in an informed way by bringing together your current statements, your team’s reflections from Step 2, and any other research and data you have available. While each statement should be tailored to meet the unique needs of your organization and its context, there are some tips to consider to help you draft the strongest statements with your team:

  • Strong vision statements…
    • are specific and simple, so everyone can easily understand this essential message.
    • provide a challenge by describing the ideal reality your organization wants to see.
    • inspire action and attract people to your cause.
  • Strong mission statements…
    • are succinct enough to be remembered and repeated by your team.
    • utilize positive language to describe the important work your organization does.
    • balances the emotional and pragmatic aspects of your work to ensure it is engaging but practical.
  • Strong Values Statements…
    • help to tell your organization’s story by expressing who you are and how you want to be known in your community.
    • have enough context to help folks understand what this value means to your specific organization.
    • can be utilized to guide decision-making and measure how these values show up in your work at the team and individual level.

Once these statements are drafted, be sure to follow the inclusive review and revision process that you mapped out and communicated in Step 1. It can be helpful to remind folks of the research and feedback steps that informed these updated drafts when you share them out.

Step 4. Share and incorporate

This is the easiest but often the most skipped step for a successful update process- Once you have these updated statements finalized, you should utilize them!

  • Be thoughtful about how you want to roll out these updated statements with internal and external audiences:
    • Consider how you can use these updated statements to help better align your current stakeholders and attract new supporters to your work.
    • Be sure that stakeholders who were involved in the update process are thanked for their perspectives and time when these new statements are shared.
    • Be proactive about providing context for any significant content changes you made, so that folks can understand the intentionality behind any of those larger edits. For Example- If you changed the way you identify the audience you serve in your Mission Statement, then you should be proactive in the way you communicate why the change was made and why you’re excited about it.
  • Update all tools that are tied to your Vision, Mission, and Values to ensure these updated statements are guiding your work:
    • Update all digital and printed materials to reflect your refreshed statements.
    • Utilize the updated statements to help guide decision-making across the organization. Make sure leadership is modeling how these statements are used in critical full-team decisions and planning as well.
    • Revise the structures and tools utilized to recruit, train, and evaluate the entire team- including staff, board, and volunteers- to ensure alignment with your organization’s updated Vision, Mission, and Values.

The best part is that these simple steps are also a cyclical process that can keep your organization ready for whatever changes come your way in the future. Consistently utilizing these updated statements (as outlined in Step 4) should help you easily identify when your organization has grown to the point where a Vision, Mission, and Values review and revision process might be needed again.

When you do determine it’s time for that update, you can simply repeat these 4 steps to help you shape a process that will leave you with a more invigorated and aligned organization primed for even greater impact. If you are interested in how Hedges can help your team engage in this 4-step process, please reach out to me at kateb@hellohedges.com so we can find a time to chat.

Kate Brierty is passionate about asking the right questions to help groups have conversations and make decisions that will create real impact for the people they serve. She has lived out this passion for over a decade in education and nonprofit spaces in Charlotte, Detroit, and Indianapolis. In all her work as a consultant at Hedges, Kate is focused on pursuing meaningful results while keeping people at the center of her work.

Mar 13

Overcoming the challenges of recruiting and retaining nonprofit fundraisers

By Feature

IU fundraising expert outlines how to adapt with new perspectives

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

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

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

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

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

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

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

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

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

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

Moving forward with solutions

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

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

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

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

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

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

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

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

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

Encouraging and retaining current fundraising professionals

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

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

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

Future of fundraising

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

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

Mar 06

Making tax season less taxing

By Sponsor Insight

United Way, IRS, and community organizations partner for Indy Free Tax Prep

by Fatma Yousif, community impact manager for United Way

Since 2015, United Way of Central Indiana has partnered with volunteers, community organizations, and groups across Marion, Boone, Hendricks and Morgan counties to administer the IRS grant that supports the Volunteer Income Tax Assistance (VITA) program — known locally as Indy Free Tax Prep.

Indy Free Tax Prep allows qualified individuals and families to file a complete and thorough tax return for free. Last year, 138 IRS-certified volunteers prepared nearly 4,400 tax returns for central Indiana residents resulting in $6 million in refunds.

The program’s success is due to the hundreds of volunteers who want to contribute to their community in a meaningful way. It’s all about making tax season less taxing for our neighbors.

As one volunteer recently commented, “I really love volunteering for Indy Free Tax Prep because you are learning and helping the community at the same time. It’s the best feeling.”

This year, our goal is to have 250 volunteers prepare more than 6,500 returns.

All Indy Free Tax Prep volunteers who prepare returns must pass tax law training that meets or exceeds IRS standards to be certified. This training includes maintaining the privacy and confidentiality of all taxpayer information. In addition to requiring volunteers to certify their knowledge of the tax laws, the IRS requires a quality review check for every return prepared at a VITA site prior to filing. They also assist taxpayers with the preparation of thousands of Facilitated Self-Assistance returns. 

Indy Free Tax Prep sites and volunteers offer free tax help to people who need assistance in preparing their own tax returns, including: 

  • people who generally make $66,000 or less,
  • those with disabilities, and
  • taxpayers who speak limited English.

United Way and its partners are proud to offer Indy Free Tax Prep. It truly serves the community by assisting families in keeping more of their hard-earned money. If you are interested in learning more or volunteering, you can email me at Fatma.yousif@uwci.org.

Feb 27

Expanding the mission without bricks and mortar

By Feature

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

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

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

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

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

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

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

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

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

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

Fulfilling an expanding need

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

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

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

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

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

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

Effective partnerships built upon trust

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

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

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

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

Feb 27

Committed to the community: An ICONic program

By Sponsor Insight

by Jeffrey Harrison, president & CEO, Citizens Energy Group

Throughout the course of our 135-year history, Citizens Energy Group’s top priority has been to provide safe and reliable utility services to the residents and communities of Central Indiana. Over the years, this commitment has evolved into further supporting the betterment of the communities we serve.

In this spirit, Citizens created the Investment Collaboration On Neighborhoods (ICON) program in 1995 as a nonprofit organization to support redevelopment through public-private partnerships and nonprofit loans.

ICON offers loans with 4 percent simple interest to eligible partners and prioritizes small start-up projects with loan applications of up to $300,000 where expected program outcomes can be met within 24 months. Loans are intended to be paid off within 24 months, with no penalties for early repayment or early payoff due to sale of the property or project.

Since the creation of the program, Citizens has loaned more than $5 million in low-interest loans to local partners to support small neighborhood projects. We’ve seen success particularly when partnering with organizations working on affordable housing or neighborhood revitalization initiatives.

In recent years, ICON has funded revitalization efforts such as the Indy Fringe Theatre, the Murphy Arts Center in Fountain Square, and collaborations with organizations including Great Places 2020; Local Initiatives Support Corporation (LISC) Indianapolis; Mapleton Fall Creek Development Corporation; Martindale Brightwood Community Development Corporation; Near North Development Corporation; and Westside Community Development Corporation.

Nearly 30 years of making short-term, low-interest loans to our neighbors and redevelopment partner organizations has kept us firmly connected to our community. ICON’s redevelopment efforts continue to keep us plugged in to the network of leaders working to enhance quality of life and economic development here in Central Indiana.
To find more information about ICON, including the application, click here

Jeffrey Harrison joined Citizens Energy Group in 2003 and has served as President & CEO since 2015, championing diversity, inclusion, and community engagement during his tenure. Since 2020, he has also chaired Business Equity for Indy, a collaboration of Central Indiana businesses and institutions working for racial justice.

Citizens Energy Group provides natural gas, thermal energy, water, and wastewater services to about 900,000 people and thousands of businesses in Central Indiana.

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.

Feb 13

Grant writing: Tips to enhance your chances of approval

By Feature

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Jan 30

Revitalizing the membership model through new approaches

By Feature

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

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

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

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

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

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

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

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

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

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

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

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

Generational gap

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Engaging a new generation

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

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

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

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

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

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

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

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

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

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

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

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

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

Jan 23

Lessons learned from Wall Street

By Sponsor Insight

Strategic planning can help organizations navigate unexpected challenges

by Jan Frazier, owner, PlanningPlus

While home with COVID-19 during December, I watched nearly every movie made about the 2008 housing crisis: Boiler Room, Wall Street, Margin Call, Too Big to Fail, The Big Short, The Wolf of Wall Street. It was interesting looking back at the beginnings of that financial disaster now that we have lived through it. But what I found most interesting was that every movie espoused the same philosophies — greed and self-interest. And that’s not just my interpretation: Every movie actually had those words spoken by one or more characters.

Times have changed … sort of. The 2008 financial crisis, in which little people got hurt but those too big to fail didn’t, was only a precursor to what would become an even worse economic crisis in this country, caused not by corporate greed but by a virus.

A lot of people got hurt, primarily those lowest on the economic scale in service and retail jobs. The government stepped in with myriad loans and stimulus payments, yet we are now hearing of rampant fraud and how some of that money was actually spent. Greed and self-interest?

So, I ask myself, what did we fail to learn? Or better yet, how can we take those lessons as leaders into our organizations?

Lesson 1. One of the critical mistakes Wall Street made prior to the housing crisis was to believe “housing never goes down.” They took their historic understandings of the market and assumed it would be business as usual. Of course, it wasn’t. They failed to consider threats, unknowns, and possible risks when making corporate decisions. They never considered the fact that the housing market would collapse.

As leaders, we must never assume anything. The donor who just loves us passes away or, worse, sends money elsewhere. Or the grant we have received for the last 20 years disappears, with little warning. A regulatory change upends everything. Hence, one of the key purposes of strategic planning. During an effective planning session, you will be asked to think about what might be the unthinkable — both wonderful and tragic — then consider the value of creating a Plan B. It’s important to look outward instead of focusing primarily inward and only what we can see.

Lesson 2. There was much behind-the-scenes juggling going on between the investors on Wall Street, the banks, and the government. Who wins? Who loses? Who is the example? It is critical to understand who your partners are, how you are valuing them, and establishing relationships so that a call or email gets answered. Identify a confidante or two since it’s lonely at the top. Again, during effective strategic planning, review who your partners are and how well you are connected because we often take those relationships for granted.

Lesson 3. Those who entered the housing market as buyers were treated as commodities, lumped together. Personal stories held no sway. Be sure that you treat each of your stakeholders as unique, whether large funder or individual donor. A prequel to any strategic plan should be to ensure the entire leadership staff knows who their stakeholders are and treat each one with respect.

Of course, as strategic planners, these issues tend to jump out at me and my colleagues. And we all need to be reminded during these uncertain times that if we don’t learn lessons from the past we are certainly doomed to repeat them.