Wondering where Summer went?

Here we are yet again. We welcomed summer with excitement and big plans to do and accomplish so much, only to find it nearly over in what feels like a flash. Back to school ads are reminding us that Labor Day is around the corner, another season has flown by, and the list of things to do seems never-ending. As a parent gearing up for another school year, I ask myself often, "'Where did the time go?"

For nonprofit leaders, staff, and volunteers, time is often a scarce resource. Between board meetings, grant deadlines, community needs, staffing fluctuations, and unexpected challenges, important organizational or governance projects so often are pushed to 'later'. Strategic priorities become year-end priorities, plans stay in draft form, and anything leftover becomes a 'next year thing'. 

Sound relatable?

The reality is that nonprofit work never slows down. There is always another deadline, opportunity, or need demanding our attention. While we can't create more time, the end of summer can serve as an important reminder: while we can't create more bandwidth, we can make intentional choices about how we use the limited time we have. 

As we look ahead to the busy fall season, now is the perfect opportunity to ask: 

What is one important project that would move your organization forward if it were completed before Labor Day? 

Not ten projects. Not an entire organizational overhaul. Just one. One Project. One Big Step Forward. To help organizations make the most of the remaining weeks of summer, we're offering our Summer Readiness Sprint! 

The concept is simple:
One price. One project. One big step forward.

Together, we'll help you complete one important organizational project, so you can head into Fall with greater clarity, stronger tools, and increased confidence.

Organizations can choose from a variety of focused sprints, including:

By the end of your Sprint, you'll walk away with a completed tool, plan, or framework that's ready to use immediately.

Don't Let Another Season Pass By

The end of summer reminds us that time keeps moving. The question isn't whether there will be enough time to get everything done? There never is. The question is whether you'll choose to make meaningful progress on the things that matter most.

Imagine entering the fall season with:

That's the goal of the Summer Readiness Sprint.

Take Action Before Labor Day

As summer winds down, don't let that important project, plan, or challenge become next year's priority. 

Choose your Sprint, reserve your spot, and take one meaningful step forward before Labor Day.

 

Because while summer may fly by, progress doesn't have to!

If you need more information or would like to speak to Anne or one of our consultants about similar work, or would like assistance, please contact us here.

Childhood experiences matter, but so
do the positive relationships that help
us heal and thrive. 

This public presentation explores the lifelong impact of Adverse Childhood Experiences (ACEs), the science of resilience, and the power of Positive Childhood Experiences (PCEs). Learn practical ways to strengthen children, families, and communities while discovering how nonprofit organizations can create environments that foster safety, connection, and hope. 

Together, we can build stronger, more resilient communities.

A conversation with Ella Hephzibah, Zoe Lyons, and Anne de Irala of Nonprofit Network

www.nonprofnetwork.org/becoming-trauma-Informed

If you need more information or would like to speak to one of our consultants about coaching or consulting work, or need assistance for your organization, please contact us here.

Taking Action Instead of Just Reacting:
What I’m Seeing in the Nonprofit Sector Right Now

If I’m completely honest, a lot of organizations are tired right now.

Not just “busy” tired.
Not just “we need a vacation” tired.

I mean the kind of tiredness that comes from constantly trying to keep programs running while funding shifts, staffing changes, community needs increase, and everyone is being asked to do more with less.

And the reality is…many nonprofit leaders are carrying far more than people realize.

As a Capacity Building Consultant, I spend a lot of time sitting in rooms with Executive Directors, boards, leadership teams, and frontline staff. I hear the hard conversations. I see the stress behind the scenes. I also see the organizations quietly doing incredible work while trying to hold themselves together at the same time.

Right now, the sector is in an interesting place.

Some organizations are growing. Some are struggling. Most are somewhere in the middle trying to figure out how to move forward in a way that is sustainable.

And honestly, sustainability has become one of the biggest conversations we need to have.

Survival Mode Cannot Be the Long-Term Plan

For the last several years, many organizations have operated in constant response mode.

Responding to emergencies.
Responding to staffing shortages.
Responding to funding changes.
Responding to increased community need.

That survival mode helped many organizations make it through difficult seasons. But eventually, organizations must slow down long enough to ask some hard questions:

• Are we building intentionally or just reacting constantly?
• Are our systems actually supporting our mission?
• Is leadership carrying too much?
• Does the board understand its role?
• Are staff burned out and afraid to say it out loud?

Those conversations matter.

Because capacity building is not just another training, another binder on a shelf, or another strategic plan that gets looked at twice a year. It is about helping organizations build healthier foundations so they can continue serving people without completely exhausting the people doing the work.

Here’s What I’m Seeing from Organizations That Are Adapting Well

They are getting honest about what is no longer working.

This is a big one.

A lot of organizations are trying to maintain systems, programs, or expectations that no longer fit where they are today.

Strong leadership requires honesty.

Sometimes things need to be restructured. Sometimes priorities need to shift. Sometimes organizations have to stop doing things simply because “that’s how we’ve always done it”.

And that can be uncomfortable. But growth usually is.

They are investing in infrastructure instead of only programming.

Policies. Communication systems. Financial procedures. Board development. Staff structure. Strategic planning.

None of those things feel glamorous, but they are necessary.

I think sometimes organizations underestimate how much stress comes from unclear systems. When communication is inconsistent or roles are undefined, people become frustrated quickly.

Healthy infrastructure creates healthier organizations.

They are talking about burnout openly.

Let’s be honest…burnout in this sector is real.

I see passionate leaders who care deeply about their communities but are running on fumes. I see staff members trying to carry workloads that really require two or three people. I see Executive Directors who feel like they can never fully unplug because everything depends on them.

At some point, people hit a wall.

Organizations that are creating space for healthier communication, realistic expectations, and shared leadership are positioning themselves much better long term.

They are learning that collaboration matters.

No organization can solve every community issue alone.

The organizations making meaningful progress right now are building partnerships, sharing resources, collaborating more, and understanding that collective impact matters.

There is too much need for organizations to remain isolated from one another.

Action Does Not Always Mean Doing More

I think that’s one of the biggest misconceptions in this work.

Sometimes taking action means slowing down enough to fix what is broken internally before adding something else externally.

Sometimes action looks like:

• clarifying board roles
• improving communication
• creating sustainable workflows
• simplifying processes
• rebuilding organizational culture
• strengthening leadership capacity
• setting boundaries around what the organization realistically has capacity to do

Not every opportunity is meant to be pursued immediately.

And organizations have to stop feeling guilty for acknowledging capacity limitations.

Final Thoughts

The nonprofit sector has always been filled with resilient people. That has never been the issue.

But resilience should not require constant exhaustion.

I think this season is forcing organizations to think differently about leadership, sustainability, governance, and organizational health. And honestly, that may not be a bad thing.

The organizations that will continue growing are not necessarily the ones with the largest budgets. They are the ones willing to reflect, adapt, strengthen their foundations, and make intentional decisions instead of operating in constant crisis mode.

And maybe most importantly, nonprofit leaders need to hear this:

You do not have to carry everything alone.

Asking for support before things fall apart is not weakness. It is wisdom.

Because at the end of the day, capacity building is not just about sustaining organizations.

It is also about sustaining the people behind the mission.

If you need more information or would like to speak to Ella or one of our consultants about coaching or consulting work, or need assistance for your organization, please contact us here.

Juneteenth Holds More Than One Truth

Author: Ella Hephzibah, Nonprofit Network Capacity Building Consultant

Every year, Juneteenth finds me in a more perplexed state. I find myself asking questions that don't have easy answers. Should I be angry, or should we rejoice and celebrate? Should this day feel heavy, hopeful, or both?

After all, on June 19, 1865, more than 250,000 enslaved Black Americans in Galveston, Texas, learned they were free. Free. More than two years after the Emancipation Proclamation had been signed. That truth is difficult to sit with. Freedom had already been declared, yet many remained enslaved and it is a painful reminder that freedom delayed is still injustice.

For me, Juneteenth holds more than one truth.

It is a celebration, and it is a lament.

It is joy, and it is grief.

It is a testament to resilience, and it is a reminder of a painful chapter in our nation's history.

Perhaps that is why I find myself wrestling with the emotions this day evokes. There is something unsettling about celebrating freedom that came so late. There is something sobering about recognizing that the journey toward equality did not end in 1865 and, in many ways, continues today.

And yet, there is also something beautiful about the people who chose celebration. A people who, despite unimaginable hardship, choose family gatherings, music, prayer, food, storytelling, and community. Perhaps that is the greatest act of resilience.

In my work as a nonprofit capacity-building consultant, I spend much of my time thinking about what makes communities stronger. I have come to believe that strong communities are built when we are willing to tell the truth, even when that truth is complicated.

Too often, we want history to be simple. We want heroes and villains, victories and defeats, celebrations and sorrows. But Juneteenth reminds us that history, and humanity, are far more complex than that.

Maybe we should feel anger. Anger that freedom came years too late. Anger over the generations who endured the cruelty of slavery. Anger that so many Americans are only now learning about a story that should have always been part of our collective understanding.

But perhaps we should also rejoice.

Rejoice in the resilience of Black Americans.

Rejoice in the progress that has been made.

Rejoice in the traditions and culture that have been preserved and passed down.

Rejoice in the opportunity to continue building communities where dignity, opportunity, and belonging are available to all.

I don't believe these emotions are mutually exclusive.

Because Juneteenth holds more than one truth.

It teaches us that celebration does not require forgetting. That remembrance does not prevent joy. That acknowledging painful truths does not diminish hope.

It also reminds us of the importance of education and seeking knowledge. Communities cannot grow from stories they do not know. We do ourselves a disservice when we reduce Juneteenth to a day off or a festival without understanding the significance behind it. Education is not about guilt; it is about truth. And truth creates understanding. Understanding creates empathy. And empathy creates stronger communities.

As nonprofit leaders, community builders, and neighbors, perhaps our responsibility is not to resolve the tension of Juneteenth, but to honor it.

To honor.

To celebrate.

To remember.

To reflect.

To teach.

To listen.

And to recognize, that some of the most meaningful moments in our history hold more than one truth.

Juneteenth certainly does… And perhaps, so do we.

If you need more information or would like to speak to Ella or one of our consultants about coaching or consulting work work, or would like assistance, please contact us here.

Summer Readiness | Mid-Year Check-In | Strong Second Half

As June arrives and summer begins, many nonprofits experience a shift in pace. Staff vacations, changing volunteer availability, donor travel, and community events can all impact our day-to-day operations. While summer often feels like a slower season, it's because we're all busier with a life outside of work. So, it's a perfect time to pause, assess, and prepare ourselves and organization for a successful second half of the year.

Don't wait until fall to tackle important planning tasks. Use the summer months to strengthen your organization, reconnect with stakeholders, and ensure you're ready for upcoming opportunities and challenges.

Summer Matters

Summer offers a unique time to:

• Review progress on strategic goals.

• Evaluate program outcomes and community impact.

• Strengthen board and staff engagement.

• Prepare for year-end fundraising efforts.

• Review and update policies, procedures, and systems.

• Invest in professional development.

• Build on or build new relationships with donors, sponsors, and community partners.

Taking advantage of this mid-year checkpoint can better position your organization to finish the year stronger.

Summer Readiness Checklist

Organizational Health

☐ Review progress toward annual goals and strategic priorities.

☐ Evaluate current financial performances against budget.

☐ Update organizational calendar for the remainder of the year.

☐ Review risk management and emergency preparedness plans.

☐ Ensure key documents and files are organized and accessible.

Board & Leadership

☐ Confirm upcoming board meeting schedules and agendas.

☐ Review board member engagement and attendance.

☐ Identify leadership development opportunities for board officers.

☐ Begin a plan for future board recruitment needs.

☐ Revisit mission, vision, values, and organizational priorities.

Fundraising & Development

☐ Review fundraising progress toward annual goals.

☐ Thank donors, sponsors, and supporters who have already contributed this year.

☐ Review grant opportunities and upcoming deadlines.

☐ Begin planning year-end giving campaigns.

☐ Update donor records, databases and stewardship plans.

Programs & Services

☐ Evaluate program outcomes and participant feedback.

☐ Identify emerging community needs.

☐ Review program capacity and staffing requirements.

☐ Update marketing materials and program information.

☐ Collect success stories and impact data for future communications.

Staff & Volunteers

☐ Review workload distribution and vacation coverage plans.

☐ Recognize staff and volunteer contributions.

☐ Conduct professional development or training opportunities.

☐ Assess team morale and organizational culture.

☐ Update onboarding and training materials.

Marketing & Communications

☐ Review website content and update outdated information.

☐ Audit social media channels and communication plans.

☐ Develop content for fall programming and events.

☐ Collect photos, testimonials, and success stories.

☐ Ensure branding and messaging remain consistent.

Technology & Operations

☐ Update software and security protocols.

☐ Review data backup procedures.

☐ Assess technology needs for staff, volunteers, and programs.

☐ Update contact lists and organizational records.

☐ Test online registrations, donations, and communication systems.

A Final Thought

Summer isn't just a season, it's an opportunity. Taking time now to evaluate, organize, and plan can reduce stress later and help your organization remain present, responsive, resilient, and mission-focused.

Whether your summer is filled with community events, grant writing, strategic planning, or simply catching up on projects, a mid-year check-in can create momentum that carries your organization successfully through the rest of the year.

Remember: Progress doesn't always come from doing more. Sometimes it comes from making and taking time to reflect, refocus, and prepare for what's next.

Try This Quick Summer Readiness Score

Give yourself 1 point for each item completed:

• Strategic goals reviewed

• Budget reviewed

• Board engagement assessed

• Donor stewardship completed

• Year-end fundraising planning started

• Program outcomes reviewed

• Staff vacation coverage planned

• Website updated

• Technology reviewed

• Fall priorities identified

8–10 points: You're well-positioned for a strong second half of the year.

5–7 points: You're on track, but a few areas may need attention.

0–4 points: Summer is the perfect time to regroup, pause, and create a plan for the months ahead.

Make a list, prioritize and take note, what is at least one thing your organization can do this summer that your future self will thank you for this fall?

Printable PDF

Enjoy your Summer!

This resource was developed using AI-assisted technology and refined by Nonprofit Network staff to ensure it meets the needs of our nonprofit community.

If you need more information or would like to speak to one of our consultants about similar work, or would like assistance, please contact us here.

You Cannot Pour from an Empty Cup:

Mental Health Awareness in Michigan’s Nonprofit Sector
MENTAL HEALTH AWARENESS MONTH | MAY 2026

Author Dr. Crystallee Crain

Every May, Mental Health Awareness Month invites us to pause, reflect, and act — to move beyond awareness and into genuine community support. For those of us working in Michigan’s nonprofit sector, this month carries a particular weight.

We are, after all, the people who show up for others in their hardest moments. We staff the hotlines, run the food pantries, mentor the youth, and advocate for those whose voices often go unheard.

But here is what we rarely say out loud: we are struggling, too.

This May, I want to use this space to speak directly to nonprofit professionals, board members, and organizational leaders across Michigan. I want to offer you the data, the language, and — most importantly — the permission to take your own mental health as seriously as you take the communities you serve.

The State of Mental Health in Michigan

Michigan is doing better than many states when it comes to mental health infrastructure. The 2025 State of Mental Health in America report ranked Michigan 13th in the nation, recognizing the state for lower prevalence of mental illness and comparatively higher access to care. That is meaningful progress worth acknowledging.

And yet, progress does not mean the work is done.

Across the United States, 23.4% of adults, more than 61 million people, experienced a mental illness in 2024, according to the National Alliance on Mental Illness (NAMI). Young adults aged 18–25 bear the heaviest burden, with 32.2% experiencing a mental illness that year. Nationally, more than 1 in 5 adults experience mental illness each year, and more than 1 in 20 experience serious mental illness.

In Michigan, frequent mental distress, defined as mental health being “not good” for 14 or more days in a month, is tracked by the CDC’s Behavioral Risk Factor Surveillance System and remains a meaningful indicator of unmet need in our communities. The 2024 SAMHSA national survey found that 21.7% of U.S. adults reported symptoms of generalized anxiety disorder, with over 7% experiencing moderate to severe symptoms. For adolescents, that figure climbs even higher: more than 4 in 10 reported anxiety symptoms.

On the youth mental health front, there is some encouraging news. The University of Michigan’s Healthy Minds Study — the largest study of college student mental health in the nation, based on responses from more than 84,000 students — found that depression and anxiety have declined for three consecutive years. Students reporting moderate to severe depression dropped from 44% in 2022 to 37% in 2025. Suicidal ideation among students fell from 15% to 11% during the same period.

But for every statistic showing improvement, there are millions of Michiganders still waiting for care. NAMI data shows that only about half of U.S. adults with a mental illness receive treatment in any given year. Stigma, cost, provider shortages, and geography all stand between people and the help they need. In roughly 70% of U.S. counties, there are no child or adolescent psychiatrists at all. We cannot afford to treat mental health as a footnote — not in our communities, and not in our organizations.

The Hidden Crisis Inside the Nonprofit Sector

There is a particular kind of exhaustion that lives in our sector. We call it compassion fatigue. Burnout. Vicarious trauma. Whatever name we give it, the data is clear: nonprofit professionals are in crisis, and the crisis is getting worse.

95% of nonprofit leaders expressed concern about staff burnout in 2024 with more than a third describing it as “very much” a concern.
 — Center for Effective Philanthropy, State of Nonprofits 2024

This is not a personal failing. This is a structural reality.

In a 2024 survey by The Chronicle of Philanthropy, more than half of nonprofit leaders reported struggling to maintain work-life balance, and nearly 60% cited challenges with staff burnout or attrition related to compensation disparities with for-profit organizations. Nearly 50% of nonprofits reported difficulty filling staff vacancies.

The ripple effects are serious. The nonprofit sector now carries a turnover rate of approximately 19% — compared to 12% in other industries. Nearly 7 in 10 nonprofit employees reported in a 2025 survey that they planned to look for a new job that year. One in three nonprofits struggles with retention and turnover, and 59% reported significantly more difficulty filling positions in 2024 than in prior years.

What drives this? Often, it is the collision of deep mission commitment with real-world resource scarcity. Nonprofit workers frequently carry the weight of complex human need — poverty, trauma, homelessness, addiction, violence — with insufficient pay, limited benefits, and organizational cultures that have historically valorized self-sacrifice. A 2024 study by Independent Sector and United for ALICE found that in 2022, 22% of nonprofit employees lived in households unable to afford basic necessities like housing and healthcare.

Mental Health America’s Mind the Workplace report adds another dimension: among Millennial and Gen Z workers, who now make up the majority of the nonprofit workforce, 59% and 71% respectively reported unhealthy workplace mental health scores.

Nearly three-quarters of our youngest nonprofit professionals are working in conditions that are harming their mental health.

What This Means for Our Organizations

Burnout is not just a human cost — it is an organizational and mission cost. When staff leave, programs falter. When leaders burn out, institutional memory walks out the door. When mental health is treated as a private matter rather than a collective responsibility, organizations lose the very people who make the mission possible.

The Nonprofit Finance Fund’s 2025 National Survey found that while more organizations are recognizing the need to center care and culture, 37% of nonprofits operated at a deficit in 2024. The gap between the need and the resources to address it is not shrinking. This means that prioritizing mental health in our sector requires more than good intentions. It requires structural change.

A Call to Action: What We Can Do Together

Mental Health Awareness Month is not just a time to talk about community need. It is a time to look inward — at our teams, our leaders, ourselves. Here is where we can start:

• Normalize the conversation. Create space in team meetings, supervision, and organizational culture for honest conversations about wellbeing. Burnout thrives in silence. When leaders share their own struggles appropriately, they give permission for staff to do the same.
• Invest in real mental health supports. Mental health days, Employee Assistance Programs (EAPs), flexible schedules, and access to professional counseling are not luxuries — they are infrastructure. Organizations that support employee wellbeing see lower turnover, stronger engagement, and better mission outcomes.
• Review workload distribution. One of the most effective burnout interventions is ensuring that no one person is carrying more than they reasonably can. Regular workload audits, clear role boundaries, and team-based problem solving all make a difference.
• Train supervisors. Supervisors are the single greatest lever for employee wellbeing. Training them in active listening, recognizing early signs of burnout, and holding supportive one-on-one conversations is one of the highest-return investments an organization can make.
• Advocate for the sector. Individual organizations cannot solve structural problems alone. We must collectively advocate for funder policies that support organizational health — including unrestricted funding, adequate overhead allowances, and explicit investment in staff wellness.
• Seek help when you need it. If you are a nonprofit professional who is struggling, please reach out. Contact your primary care provider. Call or text 988 — the Suicide and Crisis Lifeline — for confidential support 24 hours a day. You do not have to wait until you are in crisis to deserve care.

Closing: To Those Doing the Work

To every nonprofit professional in Michigan who has shown up when they were running on empty, who has held someone else’s pain while quietly carrying their own — this month is for you, too.

Awareness is only the beginning. What comes next is community. And community means we do not let each other fall.

Mental health is not a sign of weakness. It is not a distraction from the mission. Mental health is the foundation on which everything else we do is built. Without it, we cannot sustain ourselves, our organizations, or the change we are working so hard to create.

So please: take the appointment. Take the walk. Take the day. Ask for help. And know that doing so makes you not less capable of this work, but more.

With care and solidarity,

Dr. Crystallee Crain and the Nonprofit Network Team

Resources

• 988 Suicide & Crisis Lifeline — Call or text 988 | Available 24/7
• NAMI Michigan — nami.org | 1-800-950-NAMI (6264)
• Michigan MDHHS Mental Health Resources — michigan.gov/mdhhs
• SAMHSA National Helpline — 1-800-662-4357 | Free, confidential, 24/7
• Nonprofit Learning Lab — nonprofitlearninglab.org

References

BambooHR. (2025). 5 HR trends for nonprofits in 2025. https://www.bamboohr.com/blog/nonprofit-hr-trends

Center for Effective Philanthropy. (2024). State of nonprofits 2024: What funders need to know. https://cep.org

Chronicle of Philanthropy. (2024). Nonprofit workforce and wellbeing survey. The Chronicle of Philanthropy.

Givebutter. (2025, November). Nonprofit burnout statistics. https://givebutter.com/blog/nonprofit-burnout-statistics

Im, J., et al. (2024). State of nonprofits 2024: What funders need to know. Center for Effective Philanthropy.

Independent Sector & United for ALICE. (2024). Nonprofits and the cost of living: A workforce analysis. Independent Sector.

Johnson Center for Philanthropy. (2025, January). The nonprofit workforce is in crisis. Dorothy A. Johnson Center for Philanthropy. https://johnsoncenter.org/blog/the-nonprofit-workforce-is-in-crisis/

Mental Health America. (2024). Mind the workplace report. Mental Health America. https://mhanational.org

Mission Edge. (2026, March). Talent, burnout, and retention: The defining challenge of the nonprofit workforce. https://www.missionedge.org

National Alliance on Mental Illness (NAMI). (2025). Mental health by the numbers. https://www.nami.org/about-mental-illness/mental-health-by-the-numbers/

National Alliance on Mental Illness (NAMI). (2025). State fact sheets: Michigan. https://www.nami.org/advocacy-at-nami/state-fact-sheets/

National Council of Nonprofits. (2025). 2025 National state of the nonprofit sector survey findings. National Council of Nonprofits.

National Institute of Mental Health (NIMH). (2024). Mental illness statistics. U.S. Department of Health and Human Services. https://www.nimh.nih.gov/health/statistics/mental-illness

Nonprofit Finance Fund. (2025). 2025 National state of the nonprofit sector survey report. https://nff.org

Nonprofit Learning Lab. (2025, December). Employee burnout prevention: Self-care, supervision, and HR strategies for 2025–2026. https://www.nonprofitlearninglab.org

Social Current. (2025, February). Navigating workforce challenges: 2025 trends and solutions for the social sector. https://www.social-current.org

Substance Abuse and Mental Health Services Administration (SAMHSA). (2025). 2024 National Survey on Drug Use and Health (NSDUH): Key findings. U.S. Department of Health and Human Services. https://www.samhsa.gov/data/

Suffredini, K. (2025). 2024 U.S. national survey on the mental health of LGBTQ+ young people by state: Michigan. The Trevor Project.

United Health Foundation / America’s Health Rankings. (2025). State of mental health in America 2025. United Health Foundation. https://www.americashealthrankings.org

University of Michigan School of Public Health / Healthy Minds Network. (2025). 2024–2025 Healthy Minds Study: Annual report. https://sph.umich.edu/news/2025posts/college-student-mental-health-third-consecutive-year-improvement.html

WILX News 10. (2025, October 3). Report ranks Michigan’s mental health compared to rest of America. https://www.wilx.com/2025/10/03/report-ranks-michigans-mental-health-compared-rest-america/

If you need more information or would like to speak to Crystallee or one of our consultants about similar work, or would like assistance, please contact us here.

Child Abuse Prevention Month: Why Every Nonprofit Has a Role

Author: Zoe Lyons, Nonprofit Network
ACE Master Trainer | Certified HOPE Facilitator

April is Child Abuse Prevention Month, a time not only to raise awareness but to deepen our understanding of how communities can help children thrive.

For me, this month is deeply personal.

During my years working with the Michigan Department of Health and Human Services in Children’s Protective Services and Foster Care, I sat across from children whose stories will never leave me. I saw trauma etched into young faces far too early.

But I also witnessed something just as powerful: healing, resilience, and the extraordinary capacity for hope when even one caring adult shows up consistently.

That belief in the power of connection continues to guide my work today with nonprofits across our communities.

ACEs Are a Community Issue

Adverse Childhood Experiences (ACEs)—including abuse, neglect, and household challenges—are often viewed as issues for child welfare systems alone. In reality, ACEs are a public health issue that touches every sector.

They show up in ways we don’t always recognize:

• An employee struggling with burnout or reactivity
• A client who misses appointments or is hard to engage
• A volunteer who withdraws or has difficulty with consistency
• A community member who does not trust institutions

When we understand ACEs, our perspective shifts.

Instead of asking “What’s wrong with them?” we begin asking “What might have happened—and what do they need now?”

“ACEs are not just a child welfare issue—they are a community issue that shows up everywhere nonprofits serve.”

That shift is not only compassionate—it is strategic.

Why This Matters for Every Nonprofit

One of the most common questions I hear is:
“We don’t serve children directly—does this apply to us?”

The answer is “yes!”

Every nonprofit serves people, and every person carries a story shaped by both adversity and positive experiences.

Whether your organization focuses on the arts, housing, food access, workforce development, healthcare, or community development, you interact with individuals whose lives have been shaped by challenge and resilience.

Understanding ACEs and Positive Childhood Experiences (PCEs) can help nonprofits:

• Improve engagement and outcomes
• Reduce staff burnout by recognizing trauma’s impact
• Build trust with communities that may have experienced harm from systems
• Design programs that reflect real-life barriers

This isn’t about turning nonprofits into trauma treatment providers. It’s about becoming trauma-informed and hope-centered in how we lead and serve.

The Power of Positive Experiences

If ACEs show us what can go wrong, Positive Childhood Experiences (PCEs) show us what can go right.

Feeling safe, supported, and connected can buffer the long-term effects of adversity—and nonprofits help create these experiences every day.

Think about:

• Mentoring programs that provide consistent adult support
• Community centers that create belonging
• Food distribution sites that treat people with dignity
• Arts programs where young people feel seen and valued

Even organizations that do not directly serve children help shape the environments where children grow up.

“When you support a parent, you support a child. When you strengthen a community, you create the conditions for positive childhood experiences.”

That is prevention work.

Prevention Happens in Everyday Moments

Child abuse prevention is often associated with reporting and intervention. But true prevention happens much earlier—through everyday interactions.

It happens when:

• Staff respond with empathy instead of judgment
• Organizations remove barriers to access
• Leaders prioritize relationships alongside outcomes
• Boards invest in community voice and lived experience

These moments may seem small, but they are the building blocks of safety, trust, and connection.

A Call to the Nonprofit Sector

Nonprofits are often the most trusted and accessible part of the community ecosystem. You are where people turn when they need help—and sometimes when they are not sure where else to go.

This Child Abuse Prevention Month, nonprofit leaders can take simple but powerful steps:

• Integrate ACEs and PCEs learning into staff, volunteer, and board training
• Reflect on policies and practices that may unintentionally create barriers
• Partner with other organizations to strengthen community support systems
• Center relationships and belonging as core outcomes

You do not need to change your mission to be part of prevention.

You simply need to expand how you see your role.

Because a single connection can matter.
A single relationship can change a trajectory.
And a single organization can help shift a community.

Prevention is possible—and nonprofits are essential to making it real.

If you need more information or would like to speak to Zoe or one of our consultants about similar work, or would like assistance, please contact us here.

National Library Week: Building Bridges Beyond Books

Ah, libraries. The smell of books, the helpful staff, the activities for all, the quiet, steady support for communities. I’ve always loved libraries. As a teen, they were a favorite space, offering information, entertainment, and even the same CDs as my local Sam Goody, all without draining my hard-earned babysitting money.

Fast forward to today: Sam Goody is no more, music has gone digital, and babysitting is now called “parenting” (and definitely isn’t paid!). But libraries, thank goodness, are still very much here.

Yes, libraries! They continue to provide books in print and digital formats, along with music, movies, video games, classes, and events. But what many people don’t realize is the depth of their support. Libraries are warmth on a cold day and relief from blistering heat. They are a place where people can access restrooms and period products, receive help navigating computers for job applications, legal needs, or personal business, or simply find a listening ear from a caring staff member. Libraries are where people come for answers and help.

I spent many years working in library branches, in community outreach, and even on a bookmobile! Prior to my public library tenure, I had no idea just how many resources were sought there. I saw the library through my own lens, one of entertainment and enrichment; without realizing how many came seeking access to basic needs like food, shelter, transportation, and care.

That perspective shifted when I had the opportunity to participate in Bridges Out of Poverty training. It truly changed how I communicated, how I listened, and how I showed up. It helped me serve patrons more fully and led to better outcomes; not just for them, but for myself as a staff member.

When I left the public library system to join Nonprofit Network, I was given the opportunity to become a Bridges Out of Poverty trainer. I was thrilled, knowing firsthand how the training would allow me to help even more people, and that I could speak from real, lived experiences in community care.

The Bridges Out of Poverty framework helps people who serve others show up more effectively for their clients and oneanother. It builds stronger relationships and deeper understanding, reduces conflict while increasing connection, and leads to more inclusive spaces, clearer communication, and more equitable outcomes. And in so many ways, that’s exactly what libraries have always been about.

Truthfully, I’ve never really left the library. I still return often for books for myself and my child, for scavenger hunts, for crafts. But what I cherish most now is returning in a new role: supporting library systems and their staff, helping them better understand and support both their patrons and each other, exploring root causes of poverty, building resources, and strengthening communities in ways that last.

And while I still enjoy checking out new music, I’m always excited to partner with libraries, schools, health systems, and communities to better understand one another through the Bridges Out of Poverty Triple Lens approach.

If you have wondered how your team might serve your community more fully through Bridges Out of Poverty, please reach out to me! If you’re wondering what your next read or listen should be, ask your local librarian!

As for me, I’ve been enjoying Tunde Adebimpe’s debut studio album, “Thee Black Boltz.” Digitally, of course.

If you need more information or would like to speak to Anne or one of our consultants about similar work, or would like assistance, please contact us here.

VOLUNTEER APPRECIATION DAY

The Invisible Architecture

On the quiet power of people who show up for nothing — and give everything

There is a building in almost every city that stays open past dark — a food pantry, a crisis line, a shelter, and an after-school tutoring room. If you looked inside, you’d see someone doing something unglamorous: sorting canned goods, answering a phone in a hushed voice, helping a ten-year-old with long division. That person is almost certainly a volunteer. They are also, quietly, holding civilization together.

We talk a lot about the nonprofit sector in terms of missions and metrics, impact reports, and donation drives. But beneath all of it is a structural truth; we rarely say out loud: nonprofits don’t run on funding alone. They ran on people who decided that someone else’s problem was also theirs.

THE NUMBERS

63 million+ Americans volunteer annually

$167 billion estimated value of volunteer labor per year

1 in 4 adults give their time each year

The Economy No One Counts

Economists have attempted to quantify what volunteers contribute. The figure typically lands in the hundreds of billions of dollars annually in the United States alone. But accounting misses something crucial. Volunteers don’t just fill a labor gap. They bring something that cannot be budgeted for: presence. A paid staff member fulfills a role. A volunteer makes a choice — every single time they show up.

“A volunteer makes a choice — every single time they show up. That choice is a form of moral witness.”

That distinction is not trivial. When a hospice volunteer sits with a dying stranger, or a literacy tutor drives forty minutes to meet a student, or a crisis counselor picks up the phone at 2 a.m., the message received is not “this is my job.” It is: you matter enough for me to be here. That message, felt, not stated is often the most therapeutic thing nonprofits deliver.

What Volunteers Actually Do to an Organization

Beyond the hours, volunteers change the character of an organization. They bring professional skills nonprofits can rarely afford — legal counsel, graphic design, financial planning, medical expertise. They bring networks, donors, and word-of-mouth credibility that no marketing budget can replicate. And perhaps most importantly, they bring accountability. An organization that relies on volunteers must be worth volunteering for. They keep missions honest.

There is also a contagion for genuine volunteerism. Research consistently shows that people who volunteer are more likely to donate, more likely to vote, and more likely to encourage others to serve.

Volunteers don’t just support the nonprofit sector — they seed civic culture itself.

The Ask We Rarely Make

So here is a thought worth sitting with on Volunteer Appreciation Day: when did you last thank a volunteer. Not with a certificate at a banquet, but with honesty?

Did you tell them that the program would not exist without them? That their presence communicates something your organization’s budget cannot buy?

That the person they helped remembers them?

Volunteers do not ask for much. Most will tell you they “get more than they give.”  That doesn’t make the gift of their time or energy any less real, or the gratitude less owed.

Today, and every day we thank all volunteers in Michigan and beyond who are the backbone to many organizations serving those
most in need.

The architecture of the gift of time is often invisible. On April 20^th, Volunteer Appreciation Day, celebrate your volunteers. Let them know they matter and make “meeting the mission” possible.

If you need more information or would like to speak to one of our consultants about facilitating a retreat, or would like assistance, please contact us here.

Michigan Is Hungry.

Here’s What We Said We Would Do

On March 6, Nonprofit Network convened more than 50 nonprofit leaders, county human services professionals, food pantry operators, policy experts, and researchers for a morning focused on solutions. Sponsored by Dawn Foods Corporate Giving, the summit produced a clear, urgent roadmap — and a call to act together.

BY THE NUMBERS

41% of Michigan households live below the ALICE threshold

1 in 8 Michiganders rely on SNAP; 72% work full or part-time

1.4M+ people served by Michigan's food assistance systems

Why This Summit Happened Now

Michigan’s food access sector is facing converging pressures: federal funding is shrinking, community need is rising, and the systems designed to respond are often reactive rather than preventive. Summit participants made clear that without coordinated action, food providers — especially in rural communities — will not be able to meet demand.

The summit organized its conversations around a single strategic question: “Where should we invest our advocacy power?” The answers were specific, practical, and grounded in what’s already working.

Hunger in Michigan is closely tied to underpaid, unstable work — not a lack of willingness. The structural drivers require community and systems-level responses, not only emergency relief.

What the Data Tells Us

The numbers from the summit report paint a stark picture. In Jackson County alone, 22,309 residents — 8.3% of the population — received food assistance. Statewide, 1 out of 7 people in some communities miss five or more meals per week. Perhaps most concerning: federal monitoring of food insecurity has been scaled back at precisely the moment robust data is needed most.

The structural drivers — low wages, transportation gaps, benefits cliffs — mean emergency food relief alone cannot solve the problem. The summit was clear: this requires a coordinated, cross-sector response.

Community-Driven Solutions Surfaced

Participants didn’t just identify the problem — they brought solutions already showing results:

◆      SNAP outreach and double-up incentives to increase purchasing power for fresh produce while supporting local farmers
◆      Mobile markets and subsidized rural delivery routes targeting corridors where physical access is the primary barrier
◆      Quarterly pantry network coordination to align supply, reduce duplication, and expand hours and locations based on actual need
◆      Community food-club pilots and asset-mapping to build local ownership, lower costs, and increase agency
◆      A statewide community resource guide with 211 integrations for consistent, discoverable information and warm handoffs between services

CALLS TO ACTION

What Needs to Happen — and When

NOW · 0–3 Months → Formalize quarterly pantry coordination meetings → Launch shared volunteer pool across networks → Begin asset-mapping in priority rural corridors	SOON · 3–12 Months → Establish a pooled fund with a rapid-grant process → Pilot mobile market routes in underserved areas → Launch SNAP double-up incentive programs
LONG-TERM · 12+ Months → Build cross-organization data sharing agreements and shared reporting templates → Integrate community resource guide into 211 systems statewide → Advocate for policy changes addressing wage floors, transportation, and benefits cliffs

What Comes Next

The Michigan Food Access Summit was a beginning, not an endpoint. Nonprofit Network is committed to holding the cross-sector collaboration this moment demands — connecting organizations, facilitating resource sharing, and amplifying community-led models that are already working.

The full summit report, including detailed action timelines and success metrics, is available here, Food Summit Report 2026.pdf

If you need more information or would like to speak to one of our consultants about similar work, or would like assistance, please contact us here.