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Jul 29

Navigating a Changing Landscape: The Election’s Impact on Nonprofit Organizations

By Feature

by Charitable Advisors

As the upcoming election approaches, nonprofit organizations find themselves at a critical juncture. The results of this election could have profound implications, affecting funding, regulatory environments, and the communities they serve. Here’s a look at how the election might impact nonprofit organizations and the strategies they can employ to navigate the changing landscape.

Funding and Budget Priorities

One of the most immediate concerns for nonprofits is how the election will influence federal and state funding. Government grants and contracts constitute a significant portion of many nonprofits’ budgets. Changes in administration often bring shifts in budget priorities, which can either bolster or undermine funding for various causes.

For instance, a government that prioritizes healthcare may increase funding for medical research, community health programs, and related nonprofits. Conversely, an administration focused on fiscal austerity might reduce funding for social services, leaving many organizations scrambling to fill the gaps.

Nonprofits must stay informed about candidates’ platforms and proposed policies. Understanding these priorities can help organizations anticipate changes and adapt their strategies accordingly. Building relationships with policymakers and advocating for continued support is crucial, regardless of the election’s outcome.

Tax Policy and Charitable Giving

Tax policy is another critical area where the election could impact nonprofits. Charitable giving is often influenced by tax incentives, such as deductions for donations. Changes in tax policy can either encourage or discourage individuals and corporations from making charitable contributions.

For example, an increase in the standard deduction might lead to fewer taxpayers itemizing their deductions, potentially reducing the incentive for charitable giving. On the other hand, policies that expand or enhance deductions for charitable donations could stimulate more giving.

Nonprofits should keep a close eye on proposed tax policies and engage in advocacy efforts to support favorable legislation. Educating donors about the benefits of charitable giving, regardless of tax changes, can also help maintain steady contributions.

Regulatory Environment

The regulatory environment for nonprofits is subject to change with new political leadership. Regulations governing nonprofit operations, such as reporting requirements, lobbying restrictions, and governance standards, can be tightened or loosened based on the administration’s philosophy.

A more stringent regulatory environment might increase the administrative burden on nonprofits, requiring more resources to ensure compliance. Alternatively, a less regulated environment could provide more flexibility but might also increase the risk of fraudulent activities within the sector.

Nonprofits must stay abreast of regulatory changes and be prepared to adjust their operations to maintain compliance. Investing in strong governance practices and transparent reporting can help build trust with stakeholders and mitigate the impact of regulatory shifts.

Social and Political Climate

The social and political climate fostered by the election results will also affect nonprofit organizations. Issues such as immigration, healthcare, education, and social justice are often at the forefront of political debates, and the outcomes of these debates can influence the focus and funding of nonprofit programs.

For example, an administration with a strong stance on immigration might impact nonprofits that provide services to immigrant communities. Changes in healthcare policy could affect organizations focused on public health and access to medical services.

Nonprofits should be prepared to respond to shifts in the social and political climate. This might involve adapting programs to meet new community needs, increasing advocacy efforts, or collaborating with other organizations to amplify their impact.

Engaging in Advocacy

In light of the potential changes brought by the election, nonprofits are increasingly recognizing the importance of advocacy. Engaging in advocacy allows organizations to influence policy decisions that affect their operations and the communities they serve.

Nonprofits can participate in advocacy by educating their supporters about key issues, mobilizing voters, and communicating with policymakers. Building coalitions with other organizations can amplify their voices and increase their impact.

It is essential for nonprofits to remain nonpartisan in their advocacy efforts. While advocating for specific policies and issues is important, maintaining a nonpartisan stance helps preserve public trust and ensures compliance with regulations governing nonprofit activities.

Preparing for Uncertainty

The uncertainty surrounding the election can be challenging for nonprofit organizations. To navigate this uncertainty, nonprofits should focus on building resilience and adaptability.

Diversifying funding sources is a key strategy. Relying too heavily on government funding can be risky, so nonprofits should seek to broaden their funding base through individual donations, corporate partnerships, and foundation grants.

Strengthening relationships with donors and stakeholders is also crucial. Clear communication about the organization’s mission, impact, and needs can help maintain support even during uncertain times.

Investing in organizational capacity, such as staff training and technology, can improve efficiency and effectiveness. This, in turn, enhances the organization’s ability to adapt to changing circumstances.

Final Thoughts

The upcoming election presents both challenges and opportunities for nonprofit organizations. By staying informed about policy changes, engaging in advocacy, and building resilience, nonprofits can navigate the evolving landscape and continue to fulfill their vital missions. Regardless of the election’s outcome, the commitment of these organizations to serving their communities remains steadfast, highlighting their critical role in society.

Jun 17

Continuing Impact: Reflections on the ‘Work for a Nonprofit, Make a Difference’ Campaign

By Feature

by Chelsea Ohlemiller, Director of Community & Content
While the initial launch of the “Work for a Nonprofit, Make a Difference” campaign is wrapping up, the theme of this campaign will continue indefinitely.

Through the initial fifty day campaign to attract staff to nonprofit roles, we’ve been able to see some important impacts.

  • 15+ organizations were highlighted through our video outreach opportunities.
  • Over 470 candidates applied for nonprofit jobs.
  • Over 212 new job seeker accounts were created on the Central Indiana Nonprofit Job Board.

Nonprofit jobs play a vital role in our state by addressing community needs that are not addressed by the for-profit or government sectors. These organizations are essential in fostering social equity and creative expression, as they provide resources and support to marginalized and underserved populations. Nonprofit jobs contribute significantly to the local economy and help reduce unemployment rates. They also encourage civic engagement and volunteerism, strengthening the sense of community and collective responsibility, which is why filling these roles is vital to the success and safety of our city, our communities, and our state.

Chelsea Ohlemiller, our Director of Community and Content was out in the field where she saw and heard the hardships nonprofits are facing regarding hiring and recruitment. She has worked diligently to increase visibility to these career opportunities. The data shows that this campaign has been successful, but it hasn’t stopped the challenges the sector is facing, which is why the work must continue. Our goal at Charitable Advisors is not to simply have a nonprofit job board where nonprofit employers and candidates connect. Our goal is to attract and show job seekers available career opportunities with meaningful missions and highlight the work around our communities that has profound and lasting impact.

Ongoing efforts are needed to raise awareness about the rewarding opportunities within nonprofits and to address the challenges of hiring and recruitment within the space. By maintaining a focus on these critical gaps, we can ensure that nonprofits are staffed with dedicated and skilled professionals committed to making a difference in our communities.

So how can you help?

  • Talk to your friends and post on your social media about your positive experiences working in the nonprofit sector. #WorkforaNonprofit
  • Steer people who are interested in learning more about nonprofits to our free newsletter and the job board
  • Forward and like our social media posts promoting the sector and specific job opportunities.
  • As a hiring manager or team member, post your organization’s career opportunities on the Nonprofit Job Board. The more positions that are concentrated in one place, the more job seekers will be attracted to impactful work.

By collectively promoting these resources, we can continue to strengthen the nonprofit workforce and ensure these organizations thrive beyond this campaign, and beyond the reach of our individual networks and connections. Together, we can ensure the nonprofit space remains proficient and full of dedicated and passionate individuals.

Bet you missed some of our nonprofit staff video testimonials? – You can find them here: https://www.facebook.com/CharitableAdvisors/videos

Apr 24

Addressing the Nonprofit Hiring Crisis with a Career that Shapes Your Legacy: “Work for a Nonprofit, Make a Difference.”

By Feature

by Chelsea Ohlemiller, Director of Community & Content, Charitable Advisors

When you think about your legacy, the one you’re currently creating, you likely have hopes of creating a positive impact—something that will make a lasting influence for good. You’re working in the nonprofit space right now—to make a difference.

This is the very heart of our new “Work for a Nonprofit, Make a Difference” campaign that launched on April 22 and will run through June 10.

According to the National Council of Nonprofits 2023 Nonprofit Workforce Survey, 33.8% of nonprofits are significantly understaffed and an additional 41% reported being unable to fill entry-level positions that provide direct service. The data identifies something most of us already know- there is a hiring crisis in the nonprofit sector. Recent local focus groups have confirmed the struggles nonprofits are experiencing in recruiting and retaining talent.

With over 74% of nonprofit organizations reporting job vacancies, this campaign seeks to spotlight the meaningful benefits of working for a nonprofit, because the benefits create an undeniable impact– for each person, family and community served.

Over the next seven weeks our team will be focused on championing the nonprofit work happening in Indiana with the goal of filling open positions in the nonprofit space with talented, dedicated, and passionate individuals.

Here’s the Plan

To recruit new individuals to the space, we must get creative and be visible in places where people are known to spend the most time– social media. The Charitable Advisors team will be utilizing our social media platforms to highlight the work, missions, and advocacy of local nonprofits to encourage new individuals to the sector or draw people back who have worked for a nonprofit in the past.

I have been out in the community the past month capturing video testimonies about the impact of working in a nonprofit and will be providing a steady stream of these uplifting videos on our social media pages.

We want current job seekers to see that these open positions are not merely listings on a board or announcements in a newsletter; they are opportunities for impact. They are the careers that advocate for change, connecting like-minded individuals with a shared mission to make a difference, while also making a respectable income.

We Need Your Help

Follow our social postings and forward the ones you love to people in your network beyond the nonprofit space.

Post your nonprofit job openings on our Job Board so new job seekers are aware of what’s available. Postings to the job board are automatically included in the weekly Not-for-profit News email newsletter to 13,000 nonprofit leaders and staff.

Add your own testimony. You can complete a few questions on this form to participate in this meaningful campaign: https://forms.gle/CMsx9mASgrMHNUBQ8

Check out two new resources we have created:

  1. Job Seeker Headquarters & Toolkit: https://charitableadvisors.com/job-seeker-hq/
  2. Employer Toolkit: https://www.charitableadvisors.hiringopps.co/employers

Let us not overlook the power of a simple job listing or a recruitment drive. Let us instead embrace them as catalysts for a future where the impact of one can inspire many. Let us increase the visibility of open positions in the nonprofit sector to help individuals find a career that isn’t just a job, but an opportunity to leave a legacy of influence and impact that will continue for generations to come.

Together we can highlight the incredible nonprofit job opportunities in Indiana, attracting new talent and building excitement about the work.

Feb 19

A Guide to Hiring the Right Grant Professional for Your Next Application

By Sponsor Insight

by Melanie Priest, Director of Grants Services, Hedges

In the world of nonprofits, securing grants is a vital component of sustainable funding. However, the process of researching, preparing, and submitting grant applications can be complex and time-consuming. This is where grant professionals come in. Hiring a professional who specializes in grants can provide numerous benefits for organizations seeking financial support through grant funding. In this guide, we will explore the advantages of hiring grant professionals and how they can help streamline not only the grant process but also your overall organizational operations.

The Role of Grant Professionals
Grant professionals have expertise in navigating the grant landscape. They possess the knowledge and skills necessary to identify suitable grant opportunities, develop compelling proposals, and effectively manage the grant application process. Their role extends beyond simply writing grant proposals; they serve as strategic partners in aligning an organization’s mission and goals with potential funding sources.

Here are some key areas where grant professionals can make a significant impact:

Strategy Development
One of the primary benefits of hiring grant professionals is their ability to develop a comprehensive grant strategy. They work closely with nonprofit teams to understand the mission, programs, and funding needs. By conducting a thorough needs assessment, grant professionals can identify suitable grant opportunities that align with the organization’s objectives. This strategic approach ensures grant applications are targeted and have a higher chance of success.

Research and Prospect Identification
Grant professionals are well-versed in conducting in-depth research to identify potential funding sources. They have access to proprietary tools and databases that enable them to search for grants tailored to the specific needs of an organization. Through their expertise, they can save valuable time by filtering out irrelevant grants and focusing on those that are the best fit. This targeted approach increases the likelihood of securing funding.

Proposal Development
Crafting a compelling grant proposal requires a combination of storytelling, data analysis, and strategic planning. Grant professionals excel in this, as they possess the necessary skills to effectively communicate an organization’s mission, impact, and financial needs. They have a deep understanding of what funders look for in grant proposals, allowing them to present the organization’s case in a persuasive manner. Moreover, grant professionals can ensure that proposals adhere to the specific guidelines and requirements set by funders.

Project Management and Reporting
Managing the grant application process involves meticulous planning, coordination, and adherence to deadlines. Grant professionals can assist in project management, ensuring all necessary documents, evaluations, and reports are submitted on time. They work closely with key staff members to gather the required information and compile it into a cohesive and professional submission. They can also assist with the monitoring and reporting requirements of funded grants, ensuring compliance with funder expectations.

The Advantages of Hiring Grant Professionals
Now that we have explored the role of grant professionals, let’s delve into the specific advantages they bring to nonprofit organizations. From strategy development to project management, these professionals can significantly enhance an organization’s grant-seeking efforts. Here are some key benefits:

Expertise and Efficiency
Grant professionals possess specialized knowledge and expertise in navigating the complex world of grant funding. They understand the intricacies of the application process, including the specific requirements and preferences of different funders. This expertise allows them to streamline the grant submission process, saving organizations valuable time and resources. Additionally, grant professionals are skilled in researching and identifying the most suitable grant opportunities, maximizing the chances of success.

Strategic Partnerships
By hiring grant professionals, organizations gain access to valuable networks and relationships within the grant-funding community. These professionals have established connections with funders and understand how to foster positive relationships with them. They can facilitate introductions, arrange site visits, and provide insights into funders’ priorities, enabling organizations to build strong partnerships and increase their likelihood of receiving grants.

Enhanced Proposal Quality
Writing a compelling grant proposal requires a combination of persuasive storytelling, data analysis, and a deep understanding of the funder’s interests. Grant professionals ensure that proposals are well-crafted, concise, and aligned with the funder’s expectations. Their expertise in grant writing increases the likelihood of securing funding, as funders are more likely to invest in proposals that clearly articulate the organization’s impact and funding needs.

Increased Grant Success Rate
Securing grant awards is a competitive process, and organizations need every advantage they can get. By hiring grant professionals, organizations significantly increase their chances of success. These professionals are well-versed in the art of grant-seeking and possess the knowledge and skills necessary to navigate the process effectively. Their strategic approach, combined with their expertise in proposal development, research, and project management, ensures that organizations submit high-quality applications that stand out among the competition.

Time and Resource Savings
The grant application process can be time-consuming and resource-intensive, especially for organizations with limited staff and capacity. Hiring grant professionals allows organizations to offload the time-consuming tasks associated with grant-seeking, such as research, proposal development, and project management. This frees up internal resources, enabling staff to focus on core programmatic activities and other essential organizational tasks.

Finding the Right Grant Professional
Now that we understand the benefits of hiring grant professionals, the next step is finding the right one for your organization. Here are some key considerations when seeking a grant professional:

Grant Success History
When evaluating potential grant professionals, it is essential to review their track record of success. Look for professionals who have a proven history of securing grants for organizations similar to yours. This demonstrates their ability to navigate the grant landscape effectively and maximize funding opportunities.

Writing Style and Sample Documents
Grant professionals should have a strong writing style that effectively communicates an organization’s mission and funding needs. Request samples of their previous work to assess their writing skills and determine if their style aligns with your organization’s voice and values. This step ensures that the grant professional can present your organization in the best possible light.

Expertise and Alignment
Consider the specific expertise and knowledge that a grant professional brings to the table. Assess whether their experience aligns with your organization’s focus areas and funding needs. For example, if your organization operates in the healthcare sector, it is beneficial to hire a grant professional with experience in securing healthcare-related grants.

Cost Considerations
While hiring a grant professional undeniably comes with a cost, it is important to consider the return on investment (ROI) and the potential long-term benefits. The cost of hiring a grant professional can vary depending on factors such as the professional’s experience, the complexity of the grant applications, and the geographic location. However, compared to the potential funding a successful grant application can bring, the cost of hiring a grant professional is often a worthwhile investment.

Hiring a Grant Professional is an Investment, not an Expense
Let’s be frank, a grant professional’s mark on an application can mean the difference between winning and losing the prize you seek more than any other singular role. From strategy development to project management, these professionals bring specialized knowledge and expertise to streamline the grant submission process.

By leveraging their skills, organizations can increase their chances of securing funding, save valuable time and resources, and build strategic partnerships within the grant-funding community. Their track record, writing style, and expertise ensure the best fit for your organization. Ultimately, investing in a grant professional can be a strategic decision that propels your organization toward sustainable funding and greater impact.

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

Feb 05

United Way Accredited Partners: A Bigger Family

By Sponsor Insight

Right now, United Way’s outcomes measurement dashboard, “Impact United,” touts the direct and profound impact being made in our community by 88 nonprofit organizations. These 88 partners are accredited with United Way, which means they demonstrate best practices in tackling poverty and are meeting the ever-changing needs of the neighbors they serve.

We are proud to call these fiscally strong and outcome-driven organizations our United Way family. We have the “veterans” of accreditation – organizations such as the YMCA, Salvation Army, Flanner House and Little Red Door Cancer Agency – who have been affiliated with United Way for decades. We have newer accredited organizations, like Family Promise in Hendricks County, Indy Reads and TeenWorks, which joined us just a few years ago. This big family of 88 partners is working tirelessly to fulfill their missions while helping United Way achieve measurable outcomes in poverty alleviation.

However, current data indicates we are missing some folks at the table. We are in need of additional partners to fill service and geographic gaps in our communities.

So this year, United Way is opening the application for accreditation to organizations who specialize in adult/youth employment, education credentialing and basic needs services in Boone, Hamilton, Hancock, Hendricks, Morgan and Putnam counties. Similarly in Marion County, we have targeted zip codes where the need is greater for workforce development, credentialing, and safe and affordable housing services.

Once we receive applications by February 23, our team of board members, staff and volunteers will visit these sites and get to know these potential partners. We will evaluate them on financial health, governance, strategy, sustainability, and diversity and inclusion. In turn, these nonprofits will learn more about the key benefits to joining United Way’s network, which include access to grant funding, training and resources, and technical assistance to grow their organizations. By the summer, we hope to name our newest members to the list of United Way accredited partners.

As the youngest of eight children, I know firsthand the benefits of a big family. The Payne kids utilized our individual strengths, learned how to work together, and supported one another. That sounds very much like the accredited organizations that make up and strengthen United Way. And as our family continues to grow, we will be proud to update our Impact United dashboard over time with the outcomes of their impactful work in our community.

Fred Payne

Feb 05

Pitch Your Passion to Win a Four-Year Scholarship

By Sponsor Insight

High school seniors and IU Indianapolis students who want to change the world can compete for funding to study at the IU Lilly Family School of Philanthropy

INDIANAPOLIS—Two top winners of an upcoming Pitch Your Passion student competition will receive all-encompassing, four-year scholarships to the Indiana University Lilly Family School of Philanthropy at IU Indianapolis (IUI), the world’s first school dedicated solely to teaching and research about philanthropy.

Students selected as Thomasson Scholars will receive scholarships that provide up to four years of tuition and fees, room and board, and books, as well as support for a semester of study abroad. Other winners of the competition will receive partial scholarships.

Lilly Family School of Philanthropy students have a passion for making a difference in the lives of others, for community service, supporting a cause or meeting a need. The school’s Bachelor of Arts in Philanthropic Studies degree program equips students to make their passion their profession, while preparing them for a job and a career in the growing field of philanthropy, which has a tremendous need for new leaders.

“Our scholarship program is designed to attract talented, compassionate students to meaningful, fulfilling careers in philanthropy and nonprofit organizations,” said Amir Pasic, Ph.D., the Eugene R. Tempel Dean of the school. “Our graduates serve in change-making positions in nonprofits, corporations and government across the country and around the world. Their work changes lives and communities and influences education, social services, health, arts and culture, animals, the environment as well as many other endeavors that make a lasting difference.”

The Pitch Your Passion competition will be held March 8 at IUI; the deadline to apply is Feb. 23. During the competition, participating students will identify a current social, economic or cultural issue of concern to them. Together with other students who have similar interests, they will develop and present a group plan of action that describing how they would leverage resources to bring about a transformative change for the population impacted by the challenge the students selected. For example, previous presentations have addressed issues such as mental health, sexual abuse, homelessness, and the need for resources for new mothers.

In addition to the group presentations, students will be evaluated on their grades, extracurricular activities and interests, and academic and career goals, and on an individual interview with a committee of the school’s faculty and staff.

Competition applicants must:

  • Be a high school senior, a current IU Indianapolis undergraduate student (with fewer than 60 credits) or a transfer student
  • Be admitted to IUI
  • Plan to major in Philanthropic Studies

How to apply:

  1. Submit an application by Feb. 23, 2024
  2. Accept an invitation to the competition
  3. Present a group pitch
  4. Interview with the scholarship committee

For more information about the Pitch Your Passion competition, scholarships and other financial aid at the school, and the Bachelor’s Degree in Philanthropic Studies program, contact Pamela Clark at pamelac@iu.edu or 317-278-8927.

About the Indiana University Lilly Family School of Philanthropy
The Indiana University Lilly Family School of Philanthropy is dedicated to improving philanthropy to improve the world by training and empowering students and professionals to be innovators and leaders who create positive and lasting change. The school offers a comprehensive approach to philanthropy through its undergraduate, graduate, certificate and professional development programs, its research and international programs, and through The Fund Raising School, Lake Institute on Faith & Giving, Mays Family Institute on Diverse Philanthropy, Women’s Philanthropy Institute, and the Muslim Philanthropy Initiative. Follow us on X (formerly known as Twitter), LinkedIn, or Instagram and “Like” us on Facebook.

Jan 16

Unequal Expectations: The Living Wage Challenge

By Sponsor Insight

Kristi Howard Shultz, Kristi Howard-Shultz Consulting

Connecting the admiration often attributed to nonprofit leaders with the compensation they deserve for their valuable work is a frequent struggle in our industry. When faced with the additional challenge of lower salaries and fewer benefits than the for-profit sector, it’s not surprising that we face high turnover and burnout rates. In an industry focused on the care and concern of our clients, it’s time to start showing equal compassion to our staff.

David Westenberger, CEO of Indiana Youth Services Association (IYSA), said it best: “Within our field, we haven’t done a very good job of taking care of our own people doing the work. In the field of youth work and social services, in particular, people in the field eventually mirror the population they serve.” A 2022 IYSA survey revealed challenges for nonprofit workers, finding that 64% of employees rated their financial wellness as fair, poor, or very poor.

In other words, your agency’s mission may be to bring others out of poverty at the expense of your staff descending into poverty. You may be working to make healthcare more accessible and not be able to provide your staff with benefits or insurance. Your organization may be providing affordable child care to clients, requiring the staff to work hours when childcare is not available, all while paying them a wage where they, themselves, cannot afford childcare.

Does this sound familiar? If so, and you are looking for ways to combat this in your own organization, consider the following:

Why Pay a Living Wage?

At a minimum, paying a living wage will help to combat the high turnover and burnout rates. It benefits the organization by reducing the cost of recruitment and training, and enhancing productivity through reduced workforce disruption.

Beyond that, a living wage for workers truly recognizes their efforts and empowers their best work. It gives them the freedom to focus on the work without the worries of financial insecurity.

Consider that these are the people spearheading change, helping people during some of their darkest days, fighting for change in our healthcare, childcare and education systems, contributing to the economic growth of our communities and so much more.

How can we expect our industry to be at the forefront of equity and social justice without our workers earning a living wage?

What is a Considered Living Wage?

Let’s take a closer look at the definition of a living wage. A living wage is the minimum income necessary for a person to meet their basic needs. You can find the living wage for your area by using this Massachusetts Institute of Technology Calculator. The living wage shown here is the hourly rate that an individual in a household must earn to support his or herself and their family. The assumption is the sole provider is working full-time.

How does this compare to your agency’s current wages, especially considering exempt status employees and the hours they realistically work?

Who is Most Impacted?

There seems to be an expectation among nonprofits that pay disparity is justified by the “psychic income” and sense of satisfaction workers get from making a positive impact. You may know it as the “compassion tax.” While doing meaningful work is rewarding, the need for a living wage, competitive benefits, and a work-life balance are equally important.

Women make up 73% of the nonprofit workforce and nearly 40% of nonprofit workers are people of color. Thus, these inequalities impact women, Black and Hispanic workers the most.

Does your agency have a commitment to Diversity, Equity, Inclusion, Belonging and Justice (DEIB?) Paying staff a living wage is part of honoring that commitment.

How Can We Make Incremental Improvements?

  1. Stay Curious
    The first step is to stay curious and informed. Seek valuable information in colleagues’ and competitors’ 990 forms or annual reports. Ask questions and have conversations with fellow Executive Directors and board members. Are they paying a living wage? If not, what is holding them back?

2. Dig Into the Data
Research and compare salaries using resources like the MIT living wage calculator and industry salary surveys, such as the Charitable Advisors’s Central Indiana Salary Report. A step in the right direction, the most reputable nonprofit job boards disclose salary information on job postings.

Crowdsource your job ads to ensure positive language and dignity when speaking to candidates. We often see job ads like the one below. You’ll notice this exempt position, requiring a degree, advanced certificates, and experience doesn’t pay a living wage at a 40 hour work week. The position is exempt and requires more than 40 hours a week, bringing the wage even lower.

3. Share Examples and Resources
Sharing examples is another powerful way to make a difference. Call out what isn’t working and highlight what is, just like the example we show above. This example is from an organization with a 90% female staff, serving exclusively women. Their values include “Every individual and family deserves respect and dignity.” But, a living wage isn’t part of that? Or at least not for their staff? There’s significant incongruence here between their stated values and this position description. By staying up-to-date with current research and sharing examples, you’ll keep a pulse on the industry and its challenges. Get started with our 10 Resources that Shed Light on Nonprofit Workforce Challenges.

4. Work Together
Finally, let’s work together for change. It won’t happen overnight, but we must start now. It’s time to address the inequities in our industry and pay fair wages. By confronting these challenges, we can shape a better future. We can work in an industry that recognizes the value of the people delivering our mission. An industry that empowers individuals, strengthens communities, and creates solutions to social challenges; moving us closer to justice for all.

Where to Go From Here?

The need to combat industry inequalities is urgent and ongoing. When you are determined and ready to implement the changes our industry needs, we are here to empower you. Kristi Howard-Shultz Consulting is your partner in creating sustainable fundraising and strategic plans for establishing a living, thriving mission, wage, and so much more.

Kristi Howard Shultz the founder of Kristi Howard-Shultz Consulting, is a nonprofit executive that leads with head and heart. With 25+ years of experience working for nonprofits including nationally-known, time-tested institutions like The Boy Scouts of America, Big Brothers Big Sisters, and Boys & Girls Clubs, she has worked in nearly every capacity of nonprofit management throughout her career. She has a proven track record of success in board and fund development, campaign management, and capacity building. She has built a strong reputation within the community and is sought after for her industry expertise and thought leadership. Kristi is a natural relationship builder who loves to put plans into action. Championing “firsts” for organizations is her specialty.

Dec 18

Considering a board assignment?

By Sponsor Insight

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

by Christy Shepard, managing member, Planning Plus LLC

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

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

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

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

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

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

Board structures: Working boards and governing boards

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

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

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

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

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

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

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

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

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

Dec 04

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

By Sponsor Insight

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

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

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

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

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

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

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

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

Download the full report

Jun 06

To apply — or not to apply — for a grant

By Sponsor Insight

by Kate Tewanger, senior consultant, Hedges

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

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

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

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

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

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

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

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

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

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

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

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