On a Thursday morning, in mid-August, Shane Hardwick, a paramedic, slides into the passenger seat of a police car parked outside of the Shepherd Community Center, a nonprofit organization in the heart of Indianapolis’ Near Eastside — one of the city’s most troubled and blighted neighborhoods.

His work partner, Adam Perkins, a police officer with the Indianapolis Metropolitan Police Department, sits in the driver’s seat as they tune into a weekly 9 a.m. virtual meeting on the vehicle’s computer monitor.

During the next 45 minutes, they join other team members of Shepherd Community Center as they discuss the challenges facing about 20 to 25 individuals and their families in the area surrounding them — primarily within the 46201 zip code.

They talk of the individuals with familiarity, giving updates on how they’re currently coping and what they need to gain more stability in their day-to-day lives. An elderly couple, fearful of venturing out during the COVID-19 pandemic, hadn’t left their home in a six-month period. A survivor of a domestic violence stabbing is having trouble managing a confusing mix of medication. Another woman wants to improve her job prospects but needs internet access for a medical coding class. A man estranged from his family hasn’t taken his high blood pressure medicine for months, putting him at risk for serious health complications.

Each person mentioned — Jesse, Amy, Bob, Ericka, Maria, Angela, Derek and others — are considered part of the key to transforming the 46201 neighborhood under Shepherd’s Shalom project. By focusing on individuals, couples and their families, the initiative, which was started nearly eight years ago in partnership with the city of Indianapolis, the team is able to take steps toward rebuilding a community that has one of the city's highest rates of poverty, crime, unemployment and food insecurity.

Has COVID-19 upended the way your organization approaches IT? You’re not alone. Global IT spending related to remote work is forecasted to hit $332.9 billion in 2021, as organizations reallocate spending to better support and secure a new/expanded remote-work environment.

In today’s world, IT budgets are shifting, and new strategies can help you stay ahead of the game. You can focus your budget on mission-critical IT efforts as the digital world makes remote environments more of a priority.

In the past, companies have spent more money on hardware and server storage. But now, a transition towards cloud services is leading the way in budgets. Employees who work remotely often need to be outfitted with laptops and mobile devices rather than desktops and other hardware. Now, employees can work anywhere and still have access to everything they need.

If employees bring their own personal devices, like cell phones, tablets or computers, to work, how can you keep company data secure? Defining a ‘Security & Use Policy’ should be first. This helps balance employee freedom, app functionality, and ensures your organization is not at risk.

A not-for-profit board of directors can play one of two roles — that of a board of governance or a board of management. Both are valuable and can be highly effective. What type of board does your organization need?

Much of this depends on the current reality of your organization in this volatile time. But, more often than not, it depends on the strength, skills and expertise of the CEO/executive director. When we have been asked to assist with CEO/ED searches, one of the initial questions we ask is “What is the relationship you want to have between the board and the CEO?” Of course, the general response is that of collaboration, open and honest communication, transparency, etc.

When we think about board governance, we generally refer to the “10 Basic Responsibilities of Non-Profit Boards,” the seminal piece by BoardSource. For the majority of our clients, the board of directors is one of governance, ensuring the adoption of a mission statement, overseeing the financial health of the organization, promoting the organization, etc., and — most importantly — hiring the CEO and giving that individual the responsibility for all personnel decisions. In an established organization, a board generally serves in a governance role, using board member skills to fill in gaps with varied experiences and expertise to help advise and guide staff.

A very strong CEO — one who is independent, focused and driven — may often desire a board that is more than willing to stick to governance and stay out of operations. Enough information is shared so that board members understand the general finances, challenges, and priorities — but the less involved the better.

A board of management is generally more hands on, becoming intricately involved in making and often implementing operational decisions and contributing a great deal of time to the organization. We generally find this type of board with new non-profits, start-ups, in-crisis situations, and in organizations going through significant leadership transitions. Over time, with the right people in place, the board of management can slowly evolve into a board of governance.

Gleaners Food Bank needs 10 to 15 volunteers, ages 21 or older, to assist at its annual Wine, Women & Shoes event on Sept. 24 from 10 a.m.-2 p.m. Volunteers will assist with guest check-in, help with the flow of the event, and assist with a Wine Pull and Champagne Wall. Register

Dress for Success Indianapolis needs volunteers for its annual Stepping Out in Style Fashion Show on Sept. 17. Areas of need include setup and tear down, security, and greeting. Must be at least 18 years old. Mask provided and highly recommended for the event. Register

The Rotary Club of Indianapolis needs volunteers for Indy Do Day projects on Sept. 24. Indy Do Day is an annual community day of service that gives Indianapolis residents the opportunity to volunteer in their neighborhoods and support their neighbors. Register

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