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How do fundraisers become nonprofit leaders? Moving from development into executive leadership takes more than raising money—it requires understanding the entire business of the nonprofit and becoming someone who can lead across departments, relationships, strategy, and mission.

On this Fundraisers Friday edition, co-hosts Julia C. Patrick and Tony Beall examine how nonprofit professionals can deliberately increase their professional value and prepare themselves for broader leadership.

Tony begins by pointing to one major advantage many development professionals already possess: relationships. Fundraisers work with donors, boards, community leaders, staff, and supporters, often developing credibility across an organization long before they enter the C-suite. But relationships alone are not enough. Future nonprofit leaders need to understand how the organization actually works: finance, operations, marketing, human resources, programs, and the processes that turn funding into outcomes.

As Tony reminds us, “Your team members regardless of their job title come to you with a lot of lived experience.”

The conversation also moves into communication, professional visibility, public speaking, LinkedIn, networking, body language, and thought leadership. Yet visibility comes with an important guardrail: “You have to maintain a level of humility in this work.”

The bigger career question may not be, “How valuable do others think I am?” Instead, it may be: How am I becoming the strongest leader I can be for the work I want to accomplish?

There is a fitting backdrop to the conversation: this marks the 1,600th edition of The Nonprofit Show, seven years into an ongoing exploration of the business decisions that make nonprofit missions possible!

Key Takeaways:

• Fundraising relationships can create a strong foundation for future nonprofit executive leadership.

• C-suite readiness requires knowledge beyond development, including finance, operations, HR, marketing, and programs.

• Understanding program delivery makes fundraisers stronger storytellers with donors and investors.

• Leadership communication includes tone, timing, word choice, and nonverbal signals.

• Public speaking and professional visibility can expand influence when paired with humility.

• Professional value should be built around contribution and impact, not external validation.

00:00:00 The Nonprofit Show Reaches 1,600
00:01:21 Escalating Your Professional Value
00:03:14 Why Fundraisers Can Become Nonprofit CEOs
00:06:16 Learn the Business Beyond Fundraising
00:10:25 Leadership Across Operations and Programs
00:11:20 Understand How the Mission Actually Gets Delivered
00:13:59 Communication as a Leadership Skill
00:17:25 What Your Body Language Communicates
00:18:45 Public Speaking and Professional Visibility
00:20:05 Thought Leadership Without the Ego
00:23:44 LinkedIn, Networking and Professional Presence
00:26:16 Who Determines Your Professional Value?

NonprofitLeadership #FundraisingCareer #TheNonprofitShow

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How do you scale a nonprofit internationally without imposing outside assumptions on the people and communities you serve? John Molineux, founder and CEO of Love Justice International, shares a global nonprofit operating model built around local leadership, measurable impact, technology, and organizational humility.

Love Justice International works to prevent human trafficking at the moment when a person is in transit but has not yet been exploited. Through a strategy known as transit monitoring, locally led teams identify warning signs at bus stations, train stations, airports, and border crossings.

The organization now operates in 18 countries and reports more than 115,000 trafficking interceptions. Even more striking is the organization’s improvement in efficiency: its cost per interception declined from approximately $1,000 in 2021 to $112 today.

That progress did not come from exporting a Western management system. John explains that Love Justice International learned, often through failed pilots, to identify trusted national champions, support locally selected leadership, adapt its tools to each context, and maintain clear operating standards.

“Equip the right people for impact rather than command and control,” John says.

He also describes humility as a formal management practice. “Admit your weaknesses is one of our values.” Teams are encouraged to criticize their own work, question reported impact, seek feedback, and remain alert to the possibility of unintended harm.

This inspiring conversation also explores what John calls “impact engineering”: combining process improvement, data, artificial intelligence, social-media monitoring, and technology to produce more life-changing impact from every contributed dollar. Love Justice International now operates a technology team, a data-science team, and Searchlight, one of the world’s largest human-trafficking databases.

Key Takeaways:

• Recruit credible local champions before establishing programs, leadership teams, or boards.

• Separate locally adaptable practices from the standards required to preserve program effectiveness.

• Measure unit cost to show donors how resources translate into life-changing outcomes.

• Build continual improvement through stakeholder feedback, failed-pilot analysis, and honest self-evaluation.

• Treat technology, data science, and AI as mission infrastructure rather than administrative extras.

• Scale by equipping local leaders—not by directing every decision from headquarters.

00:00:00 Global Nonprofit Leadership Across Borders
00:01:51 Preventing Human Trafficking in Transit
00:03:06 The Origin of Love Justice International
00:05:38 Prevention Versus Post-Trafficking Response
00:06:39 Scaling Transit Monitoring to 18 Countries
00:09:32 Learning From Local Teams and Failed Pilots
00:10:33 Government Cooperation and Staff Security
00:12:17 Navigating Language and Cultural Complexity
00:14:59 Institutionalizing Humility and “Do No Harm”
00:16:34 Recruiting Local Champions for Expansion
00:18:34 Reducing Cost per Interception to $112
00:20:25 Impact Engineering, AI, Data, and Technology
00:24:03 Donor Motivation and Life-Changing Impact
00:25:08 Scaling the Mission and Deterring Trafficking

humantrafficking #GlobalNonprofits #TheNonprofitShow

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A Nonprofit’s equity strategy becomes meaningful when it changes how an organization budgets, hires, evaluates performance, develops policy, and serves its community. Bernardo J. Ruiz of Bridging International explains how to embed equity in nonprofit operations amid political pressure, funding risk, and organizational fatigue. This fresh conversation offers a clear operating principle: lasting equity requires leadership courage, adequate resources, assigned ownership, and measurable institutional change!

Many nonprofits have issued statements, held training sessions, and hosted thoughtful conversations. But Bernardo warns that these efforts can fade when no one owns the implementation, funding disappears, or leadership treats equity as separate from everyday operations.

“Equity must be baked into the walls of the organization,” he explains.

That means incorporating it into strategic plans, policy development, job descriptions, compensation, performance management, program design, and leadership accountability. Without those operating structures, even well-intended initiatives can remain trapped in binders, websites, or annual presentations.

Drawing from his experience with Seattle Public Schools, Bernardo describes how an equity policy was activated across 101 schools serving approximately 65,000 students. The system used televised board meetings, school-level conversations, internal equity teams, and recurring decision-making tools to keep the policy visible and connected to daily work.

The discussion also examines how nonprofits can sustain their commitments when public language creates political or financial risk. Bernardo shares how some organizations have shifted from external messaging toward internal systems that address health disparities, access barriers, workplace culture, and service outcomes.

Rather than measuring success by the number of conversations held, nonprofit leaders should ask what will be visibly different three to five years from now.

“How is the organization going to change to better serve their people and the clients coming into their care?” Bernardo asks.

Key Takeaways:

• Equity must be incorporated into budgets, strategic plans, job descriptions, compensation, and performance systems.

• Every initiative needs accountable owners with the authority and resources to implement it.

• Training without structural change may produce temporary progress followed by organizational regression.

• Seattle Public Schools activated its policy across 101 schools serving about 65,000 students.

• Internal systems can continue advancing equitable outcomes even when public terminology creates funding risks.

• Leaders should define the organizational outcomes they expect to see within three to five years.

00:00:00 Equity That Moves Nonprofit Systems
00:02:41 What Equity Actually Means
00:06:04 Moving Beyond Statements and Training
00:07:00 Embedding Equity Into Organizational Operations
00:09:54 How Seattle Public Schools Activated Policy
00:13:24 Why Targeted Strategies Can Benefit Everyone
00:16:12 Why Nonprofit Equity Initiatives Fall Flat
00:18:40 Responding to Political and Funding Pressure
00:22:26 Measurable Change Versus Performative Campaigns
00:24:20 Leadership, Budgeting, and Equity Fatigue
00:28:05 Building Stronger Institutions From Within

DEIB #NonprofitEquity #TheNonprofitShow

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How do you make a nonprofit ‘investable’ to today’s philanthropic donors? Carol Wick, president of Sharity, explains how stronger planning, financial discipline, outcome measurement, and revenue strategy can help nonprofits attract larger, longer-term investments.

Traditional fundraising often sits apart from operations. Carol argues that this separation leaves organizations chasing gifts without building the infrastructure donors increasingly expect. Drawing on 40 years in the sector and Sharity’s work across 37 countries, she outlines five elements that help philanthropic investors—and boards—feel confident: a functional business plan, a multiyear budget, the right team, measurable outcomes, and a sustainable revenue strategy.

Carol reports that roughly 75% of nonprofits do not have a strategic plan guiding daily operations. She also shares that Sharity clients following its model average a 200% revenue increase within 24 months. Those results begin with a shift in thinking: donors are not only asking whether the mission is inspiring. They want to know what the organization will accomplish, how success will be proven, what it will cost, whether the team can deliver, and who else is committed.

"Nonprofit is a tax status, not a goal,” Carol says. That mindset requires leaders to understand the real cost of every program, identify funding gaps, and confront services that may be ineffective or financially unsustainable.

The conversation also separates outputs from outcomes. Counting meals, bed nights, or counseling hours shows activity. Investors want evidence of what changed because those services were delivered. As Carol puts it, donors “do not want to just know that you were busy.”

Key Takeaways:

• Integrate fundraising with operations, outcomes, budgeting, and long-term strategy.

• Build a three-year business plan, organizational chart, and budget—not a shelf-bound retreat document.

• Measure the change programs produce, not merely the volume of services delivered.

• Calculate the full cost of programs, including wages, benefits, overhead, and depreciation.

• Cultivate both present-focused donors and future-focused investors seeking societal change.

• Use strategic planning as the cultivation foundation for a comprehensive campaign.

00:00:00 Making a Nonprofit a Smarter Investment
00:01:24 Sharity’s Scaling Model and 200% Revenue Growth
00:03:03 Why Fundraising Cannot Be Separated from Operations
00:06:12 How Modern Philanthropic Investors Evaluate Nonprofits
00:09:00 The Five Factors That Build Donor Confidence
00:10:18 Teams, Outcomes, and Sustainable Revenue
00:12:04 Confronting Programs That Lose Money or Miss the Mission
00:16:16 Present-Focused Donors vs. Future-Focused Investors
00:19:23 Turning Strategic Planning into Donor Cultivation
00:22:31 Stop Chasing Dollars and Return to the Mission
00:24:45 Nonprofit Inc.: Scaling with Purpose
00:27:25 The Work Required to Scale Successfully

NonprofitStrategy #PhilanthropicInvestment #TheNonprofitShow

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Corporate sponsorship strategy for nonprofits should begin with mission alignment, not a funding request! Michael Medoro, Chief Operating Officer of Childhelp, explains how nonprofits can attract, retain, and grow corporate partnerships by treating sponsors as long-term investors in measurable community impact.

Childhelp has operated for 67 years and delivers programs ranging from the National Child Abuse Hotline to prevention education, residential treatment, foster care, adoption services, and multidisciplinary advocacy centers. Its hotline serves every U.S. state, Canada, Guam, and U.S. territories 24 hours a day, 365 days a year. Its prevention curriculum reaches approximately 30 states and 13 U.S. military bases worldwide!

That scale gives Michael a powerful perspective on what makes corporate partnerships flourish—and what causes them to fall apart. “Real alignment happens when the company’s core values naturally intersect with your mission,” Michael explains. That means researching businesses that care about the communities where their employees and customers live, rather than pursuing every company with a sponsorship budget.

Michael also warns against partnerships that turn the nonprofit into an extension of a company’s marketing department. When expectations, success measures, and the shared “why” are unclear, both sides often leave disappointed. Instead, Childhelp connects corporate support to specific outcomes. A company supporting prevention education may learn exactly how many students it helped protect and how many disclosures resulted in children receiving assistance. As Michael tells us, “That type of return on investment is what true corporate partnership looks like.”

The relationship does not end after the check arrives. Childhelp uses quarterly communication, tiered sponsor outreach, leadership calls, impact updates, and genuine expressions of gratitude. Its philanthropy team follows a simple framework: “keep, lift, promote” to retain supporters, deepen their involvement, and create pathways toward greater engagement.

Key Takeaways:

• Begin with the intersection between corporate values and nonprofit mission.

• Define the partnership’s purpose and success measures before launching it.

• Report outcomes that connect corporate investment to human impact.

• Communicate quarterly rather than resurfacing only when funding is needed.

• Segment sponsor stewardship by entry-level, mid-level, and major relationships.

• Build volunteer opportunities around genuine organizational needs—not one-time appearances.

00:00:00 Corporate Sponsorships Beyond the Check
00:01:24 Scaling Childhelp’s National Operations
00:03:07 How Two Hollywood Performers Built a Global Mission
00:05:23 Operation Babylift and Childhelp’s Expansion
00:07:43 Finding Authentic Corporate Mission Alignment
00:09:10 Researching Potential Corporate Partners
00:10:17 Why Transactional Sponsorships Often Fail
00:12:28 Treating Corporate Sponsors Like Investors
00:14:03 Reporting a Meaningful Return on Impact
00:16:55 Sponsor Communication Is Relationship Management
00:18:40 Building a Quarterly Stewardship Rhythm
00:20:50 The Keep, Lift, Promote Framework
00:24:52 Creating Meaningful Corporate Volunteer Opportunities
00:27:39 Community Alignment and Sharing the Spotlight
00:28:05 Are There Too Many Nonprofits?
00:29:07 Lessons from Childhelp’s 67-Year Evolution

NonprofitSponsorship #CorporateSponsorship #TheNonprofitShow

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Corporate philanthropy for foster care adoption becomes more powerful when personal conviction, business systems, and measurable outcomes work together!

Denny Lynch, author of Call Me Dave, and Rita Soronen, president and CEO of the Dave Thomas Foundation for Adoption, share how Dave Thomas turned his own adoption story into a lasting model for corporate-nonprofit impact.

This fascinating discussion explores founder legacy, cause alignment, franchise engagement, program design, capacity constraints, and the responsibility successful businesses have to give back. It is a powerful example of how one leader’s personal experience can become an enduring institution when passion is matched with structure, measurement, and shared ownership.

Dave Thomas founded the foundation in 1992 after recognizing that children waiting in foster care were being overlooked. His approach went far beyond lending a famous name to a cause. He brought the same focus, urgency, and operating discipline that helped build Wendy’s, asking a direct question: How many children did we help move into permanent families?

Rita explains how that expectation pushed the foundation from awareness-building toward measurable action. The Wendy’s Wonderful Kids program now funds adoption professionals across the United States and Canada who use an evidence-based, child-focused recruitment model. The goal is not simply to generate interest, but to strengthen the capacity needed to connect children, especially older youth, with safe, loving, permanent homes.

As Rita tells us, “Behind that word dramatic is something measurable.” That mindset offers a valuable lesson for nonprofit executives, board members, funders, and corporate partners: a compelling mission must be supported by clear outcomes, sufficient infrastructure, and transparent reporting.

Denny also describes the leadership traits that made Thomas’s commitment credible. “Find something that means something to you,” he advises business leaders, because authentic commitment attracts employees, franchisees, families, and communities in ways that transactional sponsorship cannot.

00:00:00 Dave Thomas and the Mission of Foster Care Adoption
00:01:38 Twenty Years of Stories Behind Call Me Dave
00:03:29 Why Children Wait Years for Permanent Families
00:04:36 How Adoption Shaped Dave Thomas
00:07:08 The Values That Defined His Leadership
00:09:35 A Final Mandate: Get This Job Done
00:11:43 Finding the Courage to Share His Story
00:13:19 The White House and Corporate Adoption Benefits
00:14:45 Keeping a Founder’s Legacy Relevant
00:18:39 Engaging Wendy’s Franchisees in the Mission
00:22:29 Building an Evidence-Based Adoption Program
00:24:35 Measuring Results Instead of Activity
00:26:34 What Business Leaders Can Learn From Dave Thomas

CorporatePhilanthropy #FosterCareAdoption #TheNonprofitShow

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Nonprofit leadership through uncertainty requires a clear mission, an adaptable operating strategy, and the ability to look beyond the crisis immediately in front of you. Brian Wenke, Executive Director of It Gets Better, shares how the organization is evolving its storytelling, digital engagement, grantmaking, and youth leadership strategies.

It Gets Better began in 2010 as a social media response to a devastating crisis affecting LGBTQ+ young people. Sixteen years and more than 70,000 shared stories later, the organization now reaches beyond storytelling through grantmaking, leadership development, civic engagement, and partnerships involving young people ages 13 to 18.

Brian explains why authentic nonprofit storytelling cannot be manufactured through a rigid formula. Highly polished content may appear professional, but it can also feel distant from the communities an organization hopes to reach.

“Storytelling is just our superpower,” Brian says. “We’re not all versed in how to use it accurately and effectively, but we all can do it.”

For It Gets Better, that means allowing young people to help shape the stories, programs, platforms, and organizational strategies intended to serve them. Their perspectives also provide a valuable counterweight to traditional performance indicators. Views and reach may look impressive, but they do not prove that content reached or resonated with the intended audience.

The conversation also examines the organization’s growth into a funder supporting work in the United States and through affiliates operating in 19 countries. Brian challenges funding structures that require established nonprofits to alter proven programs simply to fit a grantmaker’s priorities.

“I think we need more funders out there that are willing to be as flexible as the nonprofits they fund have been.”

Key Takeaways:

• Use community voices to validate strategy, not merely to endorse decisions already made.

• Evaluate whether communications reach the intended audience, rather than relying only on views and impressions.

• Balance digital outreach with offline community participation and relationship building.

• Protect proven programs from funding requirements that create unnecessary mission drift.

• Give executive leaders space to maintain a multiyear organizational perspective.

• Treat hope, consistency, and adaptability as operating disciplines rather than abstract values.

00:00:00 Leadership, Storytelling, and It Gets Better
00:01:40 How a Global Storytelling Movement Began
00:05:11 Choosing the Right Digital Platforms
00:06:55 Why Polished Nonprofit Stories Can Feel Inauthentic
00:09:00 Giving Young People a Voice in Strategy
00:13:07 Leading a Fully Virtual Nonprofit
00:14:13 Balancing Social Media with Real-World Action
00:16:53 Looking Beyond Views, Reach, and Basic KPIs
00:18:03 How It Gets Better Became a Grantmaker
00:20:01 When Funding Requirements Create Mission Drift
00:23:27 The Next Stage of Youth Leadership Development
00:26:25 Maintaining Hope and a Long-Range Vision

NonprofitLeadership #TrustBasedPhilanthropy #TheNonprofitShow

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Nonprofit workforce reduction planning requires far more than identifying positions and announcing layoffs. Casey Williams of Liebert Cassidy Whitmore explains how nonprofit leaders can restructure responsibly, reduce organizational risk, and preserve dignity throughout an extraordinarily difficult business decision.

The process begins by defining the problem the organization is trying to solve. Is the nonprofit closing a program, reducing its budget by $1 million, responding to repeated deficits, or changing its operating model? Casey advises leaders to document that objective before discussing individual employees.

“A reorganization is about solving a business problem,” she tells us. Performance concerns belong in performance management—not inside a reduction-in-force process.

Casey also outlines how leadership teams can develop measurable selection criteria around positions rather than personalities. Seniority, experience, education, documented performance ratings, and other defined factors can support a more consistent decision. Vague judgments such as attitude, energy, or cultural fit may invite favoritism or unconscious bias.

The conversation also examines important employment-law considerations. Casey explains that the federal WARN Act can require 60 days’ notice when qualifying employers with approximately 100 or more employees conduct certain layoffs affecting 50 or more workers. State “mini-WARN” laws may establish lower thresholds; California, for example, can cover employers with 75 employees.

Severance, release agreements, final pay, accrued vacation, benefits, property returns, internal communications, and individual meetings all require advance coordination. Employees covered by certain age-discrimination release rules may receive 21 days to consider an individual agreement, while qualifying group layoffs may require 45 days, followed by a seven-day revocation period.

“Having the hard conversation actually is compassionate,” Casey says. Early planning gives leaders more room to communicate clearly, answer employees’ immediate questions, and demonstrate the organization’s values when those values are being watched most closely.

This discussion offers business guidance for nonprofit executives, human resource professionals, finance leaders, department managers, and boards. Employment requirements vary by jurisdiction, so organizations should consult qualified legal counsel about their specific circumstances.

Key Takeaways:

• Define and document the business objective before discussing employees or positions.

• Keep performance management separate from organizational restructuring.

• Use consistent, measurable selection criteria wherever possible.

• Review federal and state notification requirements early in the process.

• Coordinate severance, final pay, benefits, technology, and communications before meetings begin.

• Treat offboarding as a visible expression of organizational leadership and values.

00:00:00 Nonprofit Workforce Changes Without the Drama
00:01:29 Legal Support for Mission-Driven Organizations
00:04:14 Define the Business Problem First
00:05:18 Why Restructuring Cannot Replace Performance Management
00:09:07 When Boards, Finance, and Leadership Become Involved
00:10:58 Selecting Positions Using Objective Criteria
00:14:20 Why Earlier Conversations Can Be More Compassionate
00:16:54 WARN Act Notice and Employer Thresholds
00:19:36 State Mini-WARN Laws and Lower Thresholds
00:20:58 Severance, Benefits, and Release Agreements
00:24:18 Special Rules Affecting Older Workers
00:26:44 Building a Respectful Offboarding Process

NonprofitLayoffs #NonprofitManagement #TheNonprofitShow

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Nonprofit financial planning for constant change requires more than approving an annual budget and revisiting it months later. Taylor MacDonald, CEO of Martus, and Dan Holcomb of JMT Consulting explain how nonprofits can use scenario planning, rolling forecasts, cash flow visibility, and organizational collaboration to make stronger financial decisions.

Economic uncertainty, changing donor behavior, workforce shortages, inflation, delayed grants, and global disruptions can quickly make a fixed budget obsolete. As Taylor says, “The challenge isn’t any one event. It’s the frequency of change.”

The answer is not predicting every possible disruption. It is preparing the organization to respond before uncertainty becomes a financial emergency.

Taylor recommends developing multiple financial scenarios. What happens if donations decline by 10%? What if grant funding arrives late? What if a key employee leaves? These questions connect risk management with financial planning and give leaders options before pressure builds.

Cash flow forecasting is especially important. Discovering that the organization may face a cash shortage in 15, 30, or 45 days gives leadership time to protect payroll, preserve programs, communicate with funders, and adjust spending. Waiting until the cash crunch arrives places employees, board confidence, and the mission at risk.

The lively conversation also examines personnel budgeting, departmental participation, board reporting, and the role of AI. Taylor and Dan agree that AI can accelerate reporting and trend analysis, but financial professionals must still review the results. Faster information is only valuable when it is accurate.

As Dan says, “It’s about being proactive, not reactive.” Flexible financial planning gives you the confidence to respond to change while continuing to serve your communities!

Key Takeaways:

• Replace the fixed annual budget mindset with monthly, quarterly, or rolling forecasts.

• Model donation declines, grant delays, staffing changes, and major expenditures before they occur.

• Track cash flow early enough to identify potential shortages 15, 30, or 45 days ahead.

• Budget personnel costs beyond salaries, including benefits, taxes, deductions, and employer contributions.

• Include departmental leaders because operational changes often appear before they reach financial reports.

• Use AI to accelerate analysis, but require knowledgeable human review before information reaches the board.

00:00:00 Financial Planning During Constant Change
00:02:40 Why Change Is Accelerating
00:06:05 The Annual Budget Is No Longer Enough
00:08:21 Building Financial Scenarios Before Trouble Arrives
00:11:45 Moving to Monthly and Quarterly Forecasts
00:12:59 Why Cash Flow Forecasting Is Essential
00:14:06 Matching Forecast Frequency to Financial Volatility
00:15:27 Understanding the Full Cost of Personnel
00:17:34 Building Board Confidence Through Better Reporting
00:21:17 Why Budgeting Must Be Collaborative
00:23:13 Using AI Without Compromising Financial Accuracy
00:27:27 Preparing Finance Teams for the AI Transition

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Behavioral science for nonprofit fundraising reveals why good intentions do not always become donations and how nonprofits can design a donor experience that makes giving easier, more confident, and more rewarding. Eleni Fischer and Julia Toffoli of ideas42 share research-informed strategies for reducing donor friction without manufacturing or manipulating generosity.

Donors operate in an increasingly crowded environment filled with emails, text messages, online appeals, giving platforms, and nearly two million registered U.S. nonprofits. Even people who genuinely want to give can become overwhelmed by competing choices, limited attention, unclear information, and a lack of meaningful feedback!

In this conversation, Eleni and Julia explain how behavioral science examines the way people actually make decisions, not how organizations assume they should behave. Donors rely on emotions, habits, social norms, context, and mental shortcuts, especially when the number of choices becomes difficult to manage.

That creates an important operational challenge for nonprofit leaders: fundraising success depends on more than producing another appeal or asking development staff to make more phone calls. The complete donor journey must be considered, including discovery, website design, donation forms, communications, stewardship, personalization, and reporting.

Julia explains, “We don’t want to try to manufacture intent or get people to do something that they don’t want to do.” Instead, the goal is to help donors follow through on generosity they already value.

The guests introduce ideas42’s ‘Generosity by Design’ framework, organized around four areas: capturing attention and encouraging discovery, curating and personalizing choices, improving framing and choice architecture, and providing reflection and feedback.

As Julia reminds nonprofit teams, “Everything is a design choice.” When fundraising, marketing, technology, leadership, and donor services work together, nonprofits can create giving experiences that feel less transactional and more meaningful without adding unreasonable demands to already limited staff capacity.

Key Takeaways:

Choice overload can delay giving and reduce satisfaction with the final decision.

Curated recommendations can help donors navigate an enormous field of charitable options.

Donation-page design influences donor confidence, completion, and satisfaction.

Feedback about giving history and impact can reinforce future generosity.

Behavioral science should inform marketing, technology, stewardship, and fundraising—not remain isolated within one department.

Nonprofits should help donors fulfill existing intentions rather than attempt to manufacture them.

00:00:00 Unlocking Generosity with Behavioral Science
00:02:11 How ideas42 Applies Behavioral Science
00:05:09 How Donors Actually Make Decisions
00:07:47 Donor Attention in an Overwhelming World
00:09:42 Psychology, Culture, and Charitable Giving
00:12:18 Redesigning the Donation Experience
00:13:19 Turning Fundraiser Intuition into Strategy
00:14:33 Aligning Fundraising, Marketing, and Technology
00:18:51 The Biggest Behavioral Barriers to Giving
00:21:59 Introducing Generosity by Design
00:23:36 Curation, Personalization, and Choice Architecture
00:24:58 Why Donors Need Reflection and Feedback

NonprofitFundraising #DonorEngagement #TheNonprofitShow

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Philanthropy can strengthen communities by investing not only in nonprofit programs, but also in the entrepreneurs, business-support organizations, and local infrastructure that drives economic mobility. How philanthropy supports small business growth is becoming a key question for foundations, nonprofit leaders, and communities seeking stronger local economies. Wafa Dinaro, Executive Director of the New Economy Initiative, explains how philanthropic capital can help entrepreneurs build sustainable businesses, create jobs, and strengthen neighborhoods.

Founded in 2007 with an initial $100 million philanthropic commitment, the New Economy Initiative was designed to help diversify Southeast Michigan’s economy. Nearly two decades later, the collaborative continues to evolve, now supporting approximately 800 to 1,200 businesses each year through nonprofit partners, mentorship, technical assistance, and innovative access to capital.

Wafa explains that funding alone is rarely enough. Entrepreneurs may appear to have a capital problem when the deeper barrier is incomplete financial records, uncertain pricing, weak margins, or limited operational knowledge.

As she tells , “Ideas and entrepreneurs and really innovators are distributed equally, but resources aren’t always distributed equally.”

This conversation with Wafa examines how philanthropy can fund the business-support infrastructure that traditional financing often overlooks. Through its nonprofit network, NEI connects entrepreneurs with mentors who can review their books, strengthen operations, prepare them for financing, and help them scale.

Wafa also introduces the Michigan Small Business Helper, a centralized resource that connects entrepreneurs with regional nonprofits, how-to guides, financial assistance, retail training, and direct support. Behind the platform, NEI can follow the entrepreneur’s journey and identify which combinations of services are producing stronger revenue and business outcomes.

The larger lesson extends well beyond Detroit. Nonprofits and foundations can serve as conveners, intermediaries, data partners, and catalysts through building systems that allow businesses and communities to become more resilient.

“Entrepreneurship is such a core pillar of building neighborhoods, building communities, and rebuilding entire communities.”

Key Takeaways:

Capital becomes more effective when paired with financial, operational, and industry-specific guidance.

Philanthropic intermediaries can pilot programs that conventional funders may consider too uncertain.

Centralized resource platforms reduce confusion and help entrepreneurs find relevant assistance faster.

Tracking an entrepreneur’s journey can reveal which nonprofit partnerships produce measurable business growth.

Flexible funding allows organizations to respond to disruptions such as pandemics, tariffs, and technological change.

Local businesses contribute to job creation, neighborhood vitality, generational wealth, and population retention.

00:00:00 Philanthropy Meets Small Business Development
00:01:14 The Origins of the New Economy Initiative
00:03:33 Expanding Beyond Technology and Innovation
00:05:52 Why Philanthropy Must Be Willing to Experiment
00:08:02 Capital Is Not Always the Real Barrier
00:10:21 Building Trusted Mentorship for Entrepreneurs
00:13:20 Creating the Michigan Small Business Helper
00:15:57 Planning for Change Without Predicting Everything
00:17:50 Supporting 800 to 1,200 Businesses Each Year
00:20:07 Entrepreneurship as Neighborhood Development
00:22:56 Preparing for AI and a More Digital Economy
00:25:49 Maintaining Funder Confidence Through Change

EconomicDevelopment #NonprofitLeadership #TheNonprofitShow

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Data-driven nonprofit fundraising can strengthen donor retention, improve communications, and support better decisions—but the numbers can’t replace human judgment! In this Fundraisers Friday conversation, Julia Patrick and Tony Beall explore how nonprofit teams can use donor data, CRM systems, and artificial intelligence without losing the relationships that inspire generosity.

Fundraisers now have access to an enormous range of information: giving frequency, donor lifetime value, campaign results, email engagement, event attendance, volunteer history, budgets, and predictive analytics. The challenge is not simply collecting more data. It is deciding which information deserves attention and how it should influence fundraising strategy.

Tony recommends beginning with the areas carrying the greatest opportunity or risk, even if that means studying only the top or bottom 10%. Rather than attempting to measure everything, teams can begin with donor retention, giving patterns, and communication performance.

“Data can help guide us to a decision point, but it doesn’t make the decision for us,” Tony says.

That distinction becomes especially important when nonprofits evaluate corporate gifts, partnerships, vendors, or AI platforms. A financially attractive opportunity may still conflict with the organization’s values, reputation, or mission. Gift-acceptance policies and AI-use policies can help leaders make consistent decisions before a difficult situation develops.

Julia also raises an increasingly urgent operational concern: where does donor information go when it is entered into an AI system? Nonprofits may be working with sensitive financial, behavioral, and relationship data. Protecting that information is fundamental to maintaining donor trust.

The duo also challenge organizations to consider whether their CRM is strengthening relationships—or becoming a substitute for them?? Julia asks, “If your database or your CRM went down tomorrow, do you still know your donors?”

Key Takeaways:

Prioritize donor retention, giving frequency, and communication response before expanding the dashboard.

Treat data as decision support—not an automatic answer.

Create gift-acceptance and AI-use policies as part of organizational risk management.

Test fundraising messages against audience behavior rather than internal preference.

Protect donor information when using AI, CRM, accounting, and HR platforms.

Invest in software training and adoption—not merely software licenses.

00:00:00 Is Fundraising Becoming a Data Job?
00:01:32 How to Avoid Fundraising Data Overload
00:03:04 Data Should Empower Fundraisers—not Define Them
00:05:54 When Intuition Conflicts With the Numbers
00:07:02 Data Cannot Make Ethical Decisions
00:09:31 Bias, Vendor Selection, and Better Decision Rubrics
00:10:36 Why Every Nonprofit Needs a Gift Policy
00:12:50 Which Fundraising Metrics Should Come First?
00:14:59 Measuring Marketing and Communication Performance
00:17:48 AI Ethics and Protecting Sensitive Donor Data
00:20:57 Predictive Analytics for Fundraising Decisions
00:22:32 Would You Know Your Donors Without Your CRM?
00:25:47 Investing in Fundraising Technology and Training

TheNonprofitShow #NonprofitFundraising #FundraisingStrategy

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AI strategy for nonprofit leaders is no longer a future-planning exercise. AI is already influencing fundraising decisions, staff workflows, donor research, website visibility, and how prospective supporters evaluate nonprofit organizations.

Darren Richards, Founder and Director of Charity AI Partners, explains why the central AI issue is not choosing the newest tool. It is exercising sound leadership judgment.

“The tools aren’t the problem,” Darren tells us. “The issue is where you do and don’t use it. Where are the red lines?”

Darren introduces three ways nonprofits can apply AI: predict, iterate, and automate. Predictive AI can analyze donor data, identify supporters at risk of lapsing, and improve campaign segmentation. Generative AI can adapt a case for support for different funders and audiences. AI agents can assist with research, analysis, writing, and routine administrative work. But capability does not equal permission!

Nonprofit leaders must establish clear guardrails around donor data, communications, staff responsibilities, approvals, and the activities that must remain human. Darren’s operating principle is direct: “Governance before gadgets.”

This lively conversation also examines a major change in nonprofit visibility. Donors are increasingly asking AI systems which organizations are credible, efficient, local, or trustworthy. Those systems may answer without sending the donor to the nonprofit’s website!!

That makes traditional SEO only part of the equation. Darren explains the growing importance of generative engine optimization and answer engine optimization, including clear question-and-answer content that helps AI systems interpret an organization accurately.

The fundraising opportunity is significant. . . . . Darren shares an example of a children’s hospital that used AI to increase an appeal’s return from 2-to-1 to 6-to-1, raise the average gift by nearly one-third, and mail half as many people.

The goal is not fundraising without people. It is removing repetitive work so fundraisers can invest more time in judgment, empathy, creativity, gratitude, and donor relationships.

Key Takeaways:

Establish an organization-wide AI strategy before expanding tool usage.

Use predictive AI to strengthen donor segmentation, retention, and campaign efficiency.

Protect donor relationships, trust-building, and sensitive conversations as human responsibilities.

Review what major AI platforms currently say about your organization.

Structure website content around the questions prospective donors actually ask.

Treat clean data, consistent messaging, and governance as prerequisites for successful AI adoption.

00:00:00 AI Is a Leadership Issue
00:02:04 Darren Richards’ Fundraising and AI Journey
00:03:41 Why Nonprofits Need AI Guardrails
00:05:51 Predict, Iterate, and Automate
00:08:18 What AI Should Never Do
00:09:51 Protecting Authenticity and Human Connection
00:11:39 How AI Is Changing Donor Search
00:13:21 SEO, GEO, and Answer Engine Optimization
00:17:26 Donor Trust in an AI-Directed World
00:19:19 Why Governance Must Come Before Gadgets
00:20:35 Will AI Eliminate Nonprofit Jobs?
00:23:57 Using AI as a Thinking and Writing Partner
00:26:01 Raising More Money With Better Data
00:28:19 Free AI Fundraising Resources

TheNonprofitShow #NonprofitLeadership #NonprofitAI

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Why do nonprofits lose momentum after creating an inspiring vision or strategic plan? Doug Paul, Founder and CEO of Impact Co., explains how nonprofit operational systems, leadership clarity, performance measures, and consistent workplace rhythms turn ambition into measurable results.

After working with approximately 1,300 nonprofit organizations, Doug and his colleagues studied the organizations that were consistently succeeding. They identified eight connected areas that distinguished them: vision, strategy, development, metrics, culture, people, systems, and rhythms.

The central lesson is direct: “Nonprofits don’t rise to the level of their vision. They fall to the level of their systems.”

Doug explains why organizations can have memorable mission statements and well-designed strategic plans yet still miss deadlines, struggle with accountability, operate reactively, and fail to follow through. These are not always motivation problems. Often, they are evidence of systems that unintentionally produce last-minute scrambles and workplace frustration.

The conversation also examines why business frameworks cannot simply be dropped into nonprofit organizations without adaptation. Systems designed primarily to create profit may not fully support organizations whose ultimate outcome is mission impact.

Doug outlines how successful nonprofits create an attainable 3 to 5 year vision, distinguish strategy from goals, build a modern revenue playbook, track both lead and lag measures, align donors and stakeholders, and document repeatable processes. He also shares that organizations intentional about culture-building can experience a 43% increase in productivity!!

Strong systems do not remove the human element. They help people succeed. As Doug explains, “I just don’t think heart and passion can bridge that gap.”

This episode offers nonprofit executives, managers, fundraisers, and board members a clearer way to diagnose stalled momentum—and begin releasing the organizational brakes.

Key Takeaways:

Define an attainable three-to-five-year vision rather than relying only on a distant aspirational goal.

Separate strategy from goals and connect strategy to a specific winning action plan.

Track lead measures early enough to influence lagging organizational results.

Treat workplace culture as a measurable leadership discipline, not an accidental outcome.

Align staff, donors, board members, executives, and community stakeholders around one direction.

Build documented processes and calendar rhythms that repeatedly produce mission outcomes.

00:00:00 Why Nonprofits Lose Momentum
00:00:46 Building Built for Impact Through Collaboration
00:02:17 The Gap Between Mission, Operations, and Results
00:04:20 When Constant Firefighting Becomes the System
00:05:31 Why Business Frameworks May Fail Nonprofits
00:07:15 Passion Cannot Replace Operational Capacity
00:10:11 Lessons From 1,300 Nonprofit Organizations
00:11:27 Eight Drivers of Nonprofit Success
00:12:27 Lead Measures, Lag Measures, and Better Decisions
00:13:27 Culture Building and the 43% Productivity Increase
00:15:36 Aligning People, Processes, and Stakeholders
00:17:31 Using Organizational Rhythms to Drive Impact
00:18:44 Creating a Nonprofit Performance Flywheel
00:20:17 Building an Organizational Operating System
00:21:52 Why Leadership Clarity Is a Survival Skill
00:24:17 Making Tough Decisions Without Leading Alone
00:25:57 Moving From Command-and-Control to Collaboration

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As DEI language changes across states, workplaces, and political environments, nonprofit leaders face a pressing operational question: Can the terminology change without weakening the mission? Staffing expert Katie Warnock examines what this means for recruitment, representation, board leadership, and organizational decision-making, and sharing what nonprofit hiring managers are encountering on the front lines of recruitment.

Katie has spent 20 years placing professionals throughout the nonprofit and charter school sectors—from development assistants and grant writers to finance staff and interim executive directors. She explains why employers must translate their desire for representation into legitimate job qualifications, organizational systems, and leadership decisions.

For example, an organization serving Spanish-speaking families may have a genuine need for a bilingual employee. The appropriate requirement is language proficiency—not a candidate’s ethnicity. As Katie explains, “I am identifying the best candidate, and I’m going to present always the best candidates.”

The conversation also challenges organizations that pursue diversity only at entry-level positions while their boards and executive teams remain unchanged. Hiring one person from an underrepresented population cannot substitute for examining who holds authority throughout the organization.

Katie, and host Julia Patrick, also discuss how nonprofits are adjusting public language while continuing to serve their communities. Regional differences matter. Words, programs, and communications that are accepted in one state may face resistance or scrutiny in another.

Board leadership becomes especially important during these periods. Boards can provide strategic direction, reinforce mission, and help executives respond thoughtfully rather than react fearfully. Katie tells us, “A lot of the trickle-down effect of how an organization adjusts to what’s going on right now is a directive from the board.”

The episode closes with encouraging signals for nonprofit leaders. Katie cites approximately $617 billion in charitable giving during 2025, with individuals representing a substantial share. She is also seeing renewed hiring in corporate social responsibility departments—positions that had largely disappeared from many companies several years earlier.

Key Takeaways:

• Define legitimate job capabilities rather than requesting candidates from a particular demographic.

• Representation should extend beyond assistant-level roles into management, executive leadership, and boards.

• Review public language without allowing communications caution to weaken mission delivery.

• Expect regional differences in employment language, education policy, and organizational risk.

• Boards should actively guide organizational responses during political and regulatory uncertainty.

• Individual philanthropy and renewed corporate responsibility hiring may create new partnership and fundraising opportunities.

00:00:00 DEI Language and the Nonprofit Workplace
00:00:33 What Staffing Boutique Sees in Nonprofit Hiring
00:02:14 The Growing Divide Between Private and Public Language
00:03:40 Woman-Owned Businesses and DEI Programs
00:06:24 How Workforce Representation Has Changed
00:07:21 Hiring for Language, Culture, and Community Needs
00:10:03 Representation Beyond Entry-Level Positions
00:11:55 Why Demographics Should Not Appear in Job Requirements
00:13:03 Has Changing the Language Changed the Mission?
00:15:11 How Regional Politics Affect Nonprofit Communications
00:17:30 Navigating Polarization Without Losing Authenticity
00:21:27 Protecting the Nonprofit Sector’s Public Trust
00:22:55 Why Board Leadership Matters During Uncertainty
00:24:19 Philanthropy and Corporate Responsibility Green Shoots
00:27:04 What Record Giving Could Mean for Nonprofits

NonprofitLeadership #NonprofitHiring #TheNonprofitShow

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How can nonprofits overcome a scarcity mindset when financial pressure, staffing challenges, and uncertainty dominate the conversation? Jeffrey R. Wilcox of Third Sector Company explains how leaders can move their organizations from survival mode toward community equity, organizational possibility, and renewed hope.

Scarcity is not simply the absence of money. It can become a preoccupation that narrows decision-making, weakens confidence, and causes nonprofit teams to overlook the assets already within reach.

Jeffrey describes the difference between a financed nonprofit and a truly resourced nonprofit. A resourced organization draws strength from its relationships with employees, volunteers, institutions, donors, community members, and the people who depend on its services. These connections represent equity—and that equity can be leveraged when an organization faces disruption or financial peril.

As Jeffrey warns, scarcity “paralyzes our nonprofit sector to become survivalists instead of a sector of possibilities.”

This motivating discussion includes the example of a longstanding community festival placed at risk after losing city funding. Instead of concentrating exclusively on finding another major funder, its leaders invited the public to take ownership. Community stories, donated media exposure, and broader participation helped transform the festival from a city-funded event into a community-supported institution.

Leadership language is another critical operating asset. Calling an organization a “hot mess” or repeatedly describing every challenge as a problem teaches others to see the organization through that same lens. Leaders can instead acknowledge difficult realities while directing attention toward possibilities, leverage, gratitude, and shared responsibility.

This is not an argument for naive optimism. It is a leadership discipline grounded in honest assessment and intentional communication. As Jeffrey says, “The words you use will be part of the legacy that you leave.”

This discussion offers a different way to evaluate your organizational resources—and a stronger vocabulary for guiding people through change.

Key Takeaways:

Scarcity becomes dangerous when it turns financial pressure into organizational paralysis.

A resourced nonprofit holds equity in relationships, trust, community ownership, and institutional connections.

Leaders should inventory assets beyond the bank account before concluding that options are limited.

Repeated leadership language directly influences staff, volunteer, board, and community perceptions.

Building broad public ownership may provide greater resilience than relying on one major funding source.

Abundance leadership requires honest discussion, shared definitions, and continuous reinforcement.

00:00:00 Scarcity Thinking in the Nonprofit Sector
00:01:13 When Scarcity Becomes Organizational Paralysis
00:03:44 How Individual Mindsets Shape Entire Organizations
00:05:24 Replacing “Yes, But” With Possibility
00:06:33 Recovering the Inspiration Behind the Mission
00:09:01 What Makes a Nonprofit Truly Resourced
00:09:46 Building Equity Through Community Relationships
00:11:38 How Community Ownership Saved a Festival
00:13:46 Finding Assets Beyond the Bank Account
00:14:39 How Leadership Language Shapes Culture
00:18:30 Gratitude, Equity, and Purposeful Vocabulary
00:20:45 The Connection Between Scarcity, Hope, and Burnout
00:22:34 Defining Abundance Inside Your Organization
00:25:51 Interim Leadership Training and New Beginnings

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How often should nonprofits ask for donations without exhausting their supporters? This Fundraisers Friday conversation offers a sharper way to evaluate donor communication frequency, campaign volume, stewardship, segmentation, and the messages being sent between solicitations!

Julia C. Patrick and Tony Beall challenge a common assumption: frequent communication is not automatically the problem. Tony tells us, “It’s not really that you’re communicating too much. It’s just that what you’re communicating is redundant.”

That distinction matters as nonprofit teams plan GivingTuesday, year-end fundraising, direct mail, email campaigns, social media, and Q4 donor outreach. Eight messages may feel excessive internally, but they may reach several carefully segmented audiences rather than landing repeatedly with the same people.

The lively convo moves beyond campaign calendars into the operating systems that support stronger donor relationships. Tony recommends using volunteers as communication auditors, scheduling dedicated stewardship time, documenting meaningful touchpoints in the CRM, and reviewing the last 10 communications sent through each channel.

One of the most useful ideas is to stop treating donor communication preferences as an all-or-nothing project. Instead of attempting to customize every interaction for every donor, begin with the top 10% of supporters. Learn whether they prefer email, text, phone calls, or direct mail, then expand the process as capacity allows.

Tony also shares a simple phrase that can lower anxiety before a larger solicitation: “How would you feel if…?” Rather than immediately requesting a $20,000 commitment or increased gift, the fundraiser can explore the donor’s reaction and readiness. It opens a candid conversation without cornering the donor—or the fundraiser.

This episode offers a disciplined way to examine whether their organization is communicating too much, too little, or simply without enough variety and relevance.

Key Takeaways:

Segment audiences before judging whether campaign frequency is excessive.

Monitor unsubscribes, nonresponse, and message repetition—not volume alone.

Schedule stewardship activities instead of hoping time appears for them.

Record personal donor touchpoints in the CRM to protect institutional knowledge.

Begin communication-preference tracking with the top 10% of donors.

Audit the last 10 messages in every channel for balance, value, and repeated asks.

00:00:00 Asking Too Often—or Not Enough?
00:03:23 Frequency Versus Donor Fatigue
00:04:47 Why Audience Segmentation Changes the Answer
00:05:45 The Warning Signs of Overcommunication
00:06:17 Using Volunteers as Communication Auditors
00:08:10 Stewardship Between Fundraising Campaigns
00:10:39 Scheduling Time for Thank-You Notes
00:12:33 Delivering Value Without Making an Ask
00:16:13 Why Every Donor Touchpoint Belongs in the CRM
00:18:03 Tracking Communication Preferences Without Overload
00:20:37 “How Would You Feel If?”—A Better Donor Prompt
00:23:46 Audit Your Last 10 Communications

TheNonprofitShow #NonprofitFundraising #DonorEngagement

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Mid-level donor strategy for nonprofits is no longer just a fundraising “nice to have.” It is becoming one of the most important business tools for building stronger major donor pipelines, improving donor retention, and making better decisions from the data already sitting inside your CRM.

In this episode, Kirsten Wantland, Principal Industry Strategist at Bloomerang, joins Julia Patrick for a lively conversation about the “magic” of mid and major donors—and why that magic depends on structure, ownership, visibility, and disciplined relationship management.

Kirsten points to a critical trend: nonprofits may be raising more overall, but more major gift revenue is coming from fewer donors. That means the pipeline is narrowing. As she explains, “It’s not that generosity is decreasing… they’re just coming from less donors.” For nonprofit leaders, fundraisers, CEOs, and board members, that raises a big operational question: are you actively building the next layer of donors, or simply hoping they appear?

This discussion moves beyond the old idea that donor portfolios are based only on personal relationships. Kirsten challenges nonprofits to look at donor characteristics, giving patterns, generosity indicators, recurring giving behavior, and relationship touches that actually move someone from mid-level to major giving.

She also addresses one of the quiet problems inside many organizations: unclear donor ownership. When relationship knowledge lives in someone’s head—or in a side spreadsheet—it creates risk, confusion, and missed opportunities. “The problem comes down to visibility,” Kirsten says. Your CRM should help your team see who owns the relationship, what has happened, what should happen next, and where the donor may be headed.

This is a business conversation about fundraising discipline: analyze your data, define your donor levels based on real giving patterns, revisit your plans often, and shift from quantity-based activity to higher-quality donor cultivation!

Key Takeaways:

Major gift revenue is increasingly concentrated among fewer donors, making mid-level donor pipeline strategy more urgent.

Donor portfolio ownership should be based on giving behavior, motivation, and capacity—not only personal relationships.

CRM visibility helps prevent relationship confusion, staff transition risk, and hidden donor management gaps.

Nonprofits should define mid-level and major donor thresholds using their own data, sector benchmarks, and realistic growth goals.

Fundraising plans should be reviewed regularly so teams can adjust campaigns before revenue gaps become emergencies.

Higher ROI comes from more intentional donor cultivation, not simply increasing the number of mailers, touches, or asks.

00:00:00 Welcome to The Nonprofit Show
00:01:55 Kirsten Wantland’s Role at Bloomerang
00:04:11 Why Fundraiser Experience Matters in Technology
00:05:22 Why Mid and Major Donors Matter Now
00:07:23 The Donor Relationship Ownership Problem
00:09:03 Portfolio Management Beyond Personal Relationships
00:12:34 Taking Ego Out of Donor Ownership
00:14:45 How to Define Mid-Level and Major Donors
00:18:23 Fundraising as Data, Psychology, and Relationship Strategy
00:21:38 Tracking Campaign Milestones Before It Is Too Late
00:23:27 Understanding Donor Catalysts and Moves Management
00:25:48 Quality Versus Quantity in Fundraising Activity
00:28:00 Cultivating Smaller Donor Segments More Intentionally
00:29:31 Final Thoughts with Kirsten Wantland

TheNonprofitShow #NonprofitFundraising #MajorGifts

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Nonprofit strategic planning software is changing how leaders, boards, and fundraisers build plans that actually guide decisions. Sophia Shaw, co-founder of Plan Perfect, explains why the old “plan on a shelf” model no longer fits the business of nonprofits.

Sophia brings deep sector experience as former CEO of the Chicago Botanic Garden, former leader of the nonprofit board governance program at Kellogg, and a nonprofit board chair. Her message is direct: strategic planning needs to live, move, and help organizations navigate change.

In this conversation, Sophia explains how Plan Perfect helps nonprofits move from first surveys to finished plans while also connecting planning to enterprise risk management. Instead of building a document once and leaving it untouched, nonprofit leaders can use dashboards, AI-supported surveys, risk tools, tabletop exercises, and real-time updates to keep strategy connected to daily work.

For fundraisers, this shift is especially important. Sophia says, “To have a strategic plan is to give your fundraisers the ability to know what they’re raising money for.” That one sentence carries real business value. If fundraisers cannot clearly describe priorities, goals, and impact, donor conversations become harder than they need to be.

This lively discussion also addresses cost and timeline. Sophia compares traditional planning processes that may take nine months and cost $50,000 with a newer approach that can happen in two to three months for up to $4,800 before added consulting support.

Another major theme is safe AI adoption. Sophia warns that nonprofits should not place donor, visitor, clinic, or constituent data into open AI systems without safeguards. The opportunity is powerful, but the responsibility is just as real.

Key Takeaways:

• Strategic plans should be updated regularly and used as management tools, not ceremonial documents.

• Fundraisers need clear organizational priorities to support donor conversations and multi-year giving.

• Three-year plans are becoming common, while six-month and one-year plans can help nonprofits respond faster.

• Surveys can bring thousands of constituent voices into planning and reduce boardroom disconnect.

• AI can help nonprofits leap forward, but sensitive data must remain protected.

• Donors and foundations may begin asking harder questions about plans, goals, and execution.

00:00:00 Welcome to The Nonprofit Show
00:02:00 What Plan Perfect Does for Nonprofits
00:02:50 Sophia Shaw’s Journey Through Nonprofit Leadership
00:04:22 Why Traditional Strategic Planning Must End
00:05:49 How Boards Respond to New Planning Tools
00:08:54 Giving Nonprofit Leaders Their Own Voice
00:09:49 Rethinking Planning Timelines and Costs
00:10:45 What It Means to Be Future Ready
00:12:35 Why Fundraisers Need the Strategic Plan
00:14:56 Using Surveys to Hear More Constituent Voices
00:18:41 Safe AI Adoption for Nonprofits
00:21:35 Turning Strategy Into Daily Action
00:25:36 Why Donors Should Ask About the Plan

TheNonprofitShow #NonprofitStrategy #NonprofitPlanning

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How can nonprofits build community support for after-school programs while creating measurable value for children, families, funders, and local leaders? JonPaul Reed, founder and executive director of Pure Momentum Group and founder of Athlete University, shares how the hours between 3:00 and 6:00 p.m. can become a powerful platform for youth development and stronger communities.

The school day may end before parents finish working, but JonPaul sees that gap as much more than a supervision problem. It is an opportunity to build work ethic, decision-making, teamwork, leadership, communication skills, and what he calls “monetizable skill sets.”

“We’re either taking advantage of that window or we’re not,” he explains.

JonPaul also examines how youth sports have become increasingly driven by money, exclusivity, and winning. For nonprofit leaders, his warning is clear: programs must remain grounded in access, developmental outcomes, and the needs of young people—not simply the ambitions of adults.

The conversation moves from program philosophy into the business of running and growing a youth-serving nonprofit. JonPaul discusses building parent buy-in, choosing the right time for difficult conversations, maintaining organizational paperwork, meeting with commissioners, submitting proposals, developing municipal relationships, and presenting a program in language decision-makers understand.

His experience also shows why passion alone is not enough. Nonprofits need a defined model, consistent follow-up, credible documentation, accessible leadership, and a message that community partners can quickly understand. As JonPaul advises, “Package your product and package it well, and also get the right person to speak for you.”

For nonprofit executives, program directors, board members, coaches, and community leaders, this episode offers a candid look at how mission, culture, communication, and operational discipline work together to create sustainable youth programs.

Key Takeaways:

• Treat the 3-to-6 p.m. period as a youth-development and workforce-readiness opportunity—not merely a childcare gap.

• Build parent participation through timely, honest communication and shared accountability.

• Define developmental outcomes before allowing competition, revenue, or adult expectations to shape the program.

• Establish tax-exempt status, documentation, proposals, and operating records before approaching major partners.

• Translate personal passion into a clear model that public officials, businesses, and funders can understand.

• Delegate communications and introductions when another team member can position the organization more effectively.

00:00:00 Why the 3-to-6 PM Window Matters
00:02:31 Building Access Through Pure Momentum Group
00:05:49 The Daily Gap Between School and Home
00:07:28 Turning a Youth Development Gap Into a Gateway
00:08:14 Preparing Young People for a Competitive World
00:11:29 Reclaiming the Developmental Purpose of Sports
00:16:14 Building Accountability With Parents and Children
00:19:05 Creating Culture and Organizational Buy-In
00:20:42 How Youth Programs Gain Community Support
00:22:10 Packaging a Mission for Partners and Funders
00:23:28 Documentation, Legitimacy, and Funding Readiness
00:28:23 Leading Through Criticism, Risk, and Resilience

AfterSchoolPrograms #NonprofitLeadership #TheNonprofitShow

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Nonprofit leadership training through role play offers teams a different way to confront difficult decisions, build trust, and retain what they learn. Tim Sarrantonio, founder and chief designer of The Generosity Spectrum, introduces a collaborative educational gaming system created specifically for nonprofit professionals, boards, and the communities they serve.

Rather than asking participants to sit through another lecture, the Generosity Roundtable places people inside realistic organizational situations. Players adopt generosity archetypes, explore competing priorities, and work toward consensus through guided storytelling.

Tim says the goal is simple: “If it feels like work, we’re doing it wrong.”

The episode examines a persistent operational challenge across the sector: professional development is often expensive, passive, or inaccessible. Tim notes that 97% of nonprofits operate with less than $5 million in annual revenue, leaving many organizations with limited training budgets and little time for traditional programs.

The Generosity Roundtable is designed to begin with as few as three people and support groups of up to ten. A session can help teams explore issues such as stalled engagement, technology decisions, board dynamics, donor conversations, and organizational trust—in roughly 20 minutes.

Tim also explains why active participation may produce stronger recall than lectures, books, and webinars. By rehearsing decisions in a protected setting, nonprofit professionals can test ideas, examine assumptions, and prepare for situations ranging from boardroom conflict to foundation presentations.

As Tim explains, “We win by agreeing with each other.” That consensus-based structure encourages participants to listen, negotiate, and understand why colleagues approach the same issue differently.

The conversation also explores the business model behind the project, including fiscal sponsorship, corporate underwriting, accessible pricing, and community-based distribution.

Key Takeaways:

Role play allows nonprofit teams to rehearse difficult decisions without risking real organizational consequences.

The experience can begin with three participants and expand to groups of ten.

Twenty-minute sessions are designed for time-constrained nonprofit professionals and boards.

Consensus-based gameplay strengthens listening, trust, negotiation, and shared decision-making.

Corporate partners can underwrite access without turning participants into marketing leads.

A shared library of verified game sessions could spread ideas across organizations, regions, and conferences.

00:00:00 A New Approach to Nonprofit Leadership Training
00:02:17 Tim Sarrantonio’s Journey Into Nonprofit Education
00:03:21 The Professional Development Problem
00:05:06 Why Educational Gaming Belongs in the Sector
00:07:02 Role Play Versus Traditional Board Games
00:08:48 How the Generosity Archetypes Work
00:10:14 Why Immersive Learning Improves Retention
00:11:31 Building Consensus and Psychological Safety
00:14:10 Creating Circles of Trust
00:17:15 Sharing Knowledge Through a Library of Generosity
00:20:23 Using Scenarios for Boards and Nonprofit Teams
00:23:49 Funding Innovation Without Gatekeeping Access
00:25:35 Rethinking Corporate Sponsorship
00:28:14 The Vision for Every Nonprofit Table

NonprofitLeadership #NonprofitTraining #TheNonprofitShow

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How many auction items should a nonprofit gala have? Jason A. Champion of Winspire shares a measurable nonprofit gala auction strategy for selecting stronger items, creating bidding urgency, and protecting fundraising revenue.

The answer begins before guests enter the ballroom. Rather than assuming which trips, experiences, or packages donors will want, Jason recommends surveying ticket holders, sponsors, and supporters before the event. A simple five-question form can reveal interest in sporting events, beach destinations, city experiences, international travel, and dream locations.

That early input gives nonprofits something invaluable: evidence that potential bidders have already raised their hands.

Jason also challenges the belief that every donated item belongs in the auction. As he puts it, “Just because it was donated doesn’t mean you need to use it.” Quality, pricing range, audience fit, and presentation matter more than filling every table with merchandise.

The episode provides several concrete nonprofit auction benchmarks. For a silent auction, Jason recommends approximately one item for every four to five attendees. A room of 350 to 400 guests, for example, may need roughly 40 carefully chosen items—not 150 choices that overwhelm bidders.

For a live auction, he recommends one or two major tentpole experiences plus two or three supporting items, with no more than six total. He also advises offering opportunities across a wide financial range, from approximately $500 to $20,000, so the auction reflects the giving capacity represented in the room.

Staffing is equally important. A trained benefit auctioneer can read the audience, communicate the mission, manage momentum, and relieve executive and development leaders who have been asking for money all year. “Hope is not a business plan,” Jason warns.

Technology should simplify registration, mobile bidding, checkout, and payment processing. However, the live paddle raise should remain visible and immediate because public participation creates social proof, energy, and additional giving.

Key Takeaways

• Survey donors before selecting auction experiences or packages.
• Plan roughly one silent-auction item for every four to five attendees.
• Limit the live auction to six focused, high-value opportunities.
• Build an auction portfolio spanning approximately $500 to $20,000.
• Use a professional benefit auctioneer to protect momentum and revenue.
• Modernize bidding and checkout while keeping the paddle raise visible.

NonprofitFundraising #NonprofitGala #TheNonprofitShow

00:00:00 How Many Auction Items Does a Gala Need?
00:02:34 How Winspire Supports Nonprofit Auctions
00:05:07 Finding the Perfect Auction Item
00:05:44 Survey Donors Before Selecting Packages
00:08:23 Why Quality Beats Auction Quantity
00:10:14 Designing Events for Different Donor Types
00:12:53 Edit the Speeches and Protect the Program
00:13:47 Why a Benefit Auctioneer Raises More
00:18:57 The One-Item-for-Five-Guests Formula
00:19:57 Why Live Auctions Should Stop at Six Items
00:23:37 Modern Bidding Technology and Faster Checkout
00:24:33 Why the Paddle Raise Should Stay Live
00:26:31 Structuring the Auction Without Exhausting Guests
00:28:26 Final Advice for Nonprofit Leaders

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Nonprofit revenue growth requires more than another campaign, gala, or grant application. John Abrahamson, CFO and COO of Action Council, shares how nonprofits can connect earned revenue, contributed revenue, program priorities, financial literacy, and organizational culture within one stronger business strategy.

Action Council provides infrastructure and fiscal sponsorship for approximately 30 smaller organizations delivering healthcare, education, and other community services in Monterey County. Drawing from this work—and his leadership experience with organizations including the National Geographic Society and Monterey Bay Aquarium—John challenges the siloed approach that often separates finance, fundraising, programming, and earned revenue.

His recommendation is direct: examine every activity according to its required resources and measurable contribution to the mission.

“You can actually have higher impact by doing fewer programs that have the most impact toward your stated mission,” John tells us.

The conversation explores how mission creep develops, why finance leaders must understand what happens beyond the spreadsheet, and how financial literacy can reduce fear across departments.

The discussion also introduces the “Bubba Gump Effect”—the idea that organizations may face greater danger by tying themselves to the shore and waiting for conditions to improve than by moving directly into change. Using Blue Ocean Strategy principles, John encourages nonprofit leaders to question inherited business models and explore revenue opportunities outside crowded, familiar territory.

Another major lesson is the difference between plate cost and true cost. A fundraising gala may appear profitable until staff time, insurance, technology, facilities, operational disruption, and missed opportunities are included. As John asks, was the squeeze worth the juice?

Ultimately, disciplined financial decisions depend on trust, communication, and consistent leadership. “It’s sometimes more compassionate to say no than it is to say yes and not be able to fully fulfill.”

Key Takeaways:

• Integrate earned and contributed revenue into one organizational strategy.

• Compare each program’s resource requirements with its contribution to mission.

• Include labor, overhead, disruption, and opportunity cost when evaluating events.

• Build financial literacy before asking employees to accept difficult decisions.

• Use periods of change to reconsider legacy processes and revenue models.

• Earn organizational trust through consistent, visible leadership behavior.

00:00:00 Creative Approaches to Nonprofit Revenue Growth
00:01:31 How Fiscal Sponsorship Provides Business Infrastructure
00:04:23 Why Earned and Contributed Revenue Belong Together
00:05:26 Breaking Down Organizational Silos
00:07:49 Doing Less to Produce Greater Mission Impact
00:10:12 Mission Creep and the Changing Funding Landscape
00:12:07 Moving Finance Beyond Rows and Columns
00:14:01 Building Financial Literacy Across the Organization
00:15:27 The Bubba Gump Effect: Facing the Storm
00:18:54 Plate Cost Versus the True Cost of Programs
00:20:15 Do Nonprofit Galas Really Produce a Return?
00:22:33 Measuring Opportunity Cost and Mission Impact
00:24:17 Why Strong Leaders Give Teams Permission to Say No
00:25:41 Consistency, Culture, and Organizational Trust

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What happens when one of your best donors gives far more to another nonprofit? These major donor stewardship strategies can help your organization move beyond frustration, learn what influenced the gift, and build stronger opportunities for future investment.

On this Fundraisers Friday conversation, Julia C. Patrick and Tony Beall confront a painful fundraising reality: a donor may care about your mission, possess considerable giving capacity, and still make their transformational or legacy gift somewhere else!

The wrong response is indignation. The stronger business response is curiosity, gratitude, and an honest review of the donor relationship.

Tony advises nonprofit leaders to look beyond their internal database and understand a donor’s broader philanthropic activity. “Invest some time in really understanding the full profile of your donor, not just the profile that exists within your organization.”

That knowledge can reveal why another organization received the larger commitment. Perhaps there was a matching opportunity, a clearly defined project, a compelling future vision, or simply a direct invitation your nonprofit never extended.

The conversation also addresses a common fundraising weakness: under-asking. Rather than surprising a donor with an oversized request, Tony recommends testing the opportunity through language such as, “How would you feel if I asked you to double your investment?” This creates room for an honest response while connecting the proposed gift to measurable community impact.

Julia reinforces the importance of giving donors something meaningful to fund: “If we can get your investment, we can do this.” The discussion moves fundraising away from building organizational coffers and toward financing visible results.

The co-hosts also examine legacy gifts, balancing immediate fundraising needs with long-term sustainability, and handling donors who expect board influence in exchange for financial support.

Key Takeaways:

Study donors’ broader philanthropic activity, not only their history with your organization.

Celebrate gifts to peer nonprofits before asking what motivated the decision.

Connect larger requests to specific programs, outcomes, and people served.

Test donor readiness before presenting a formal major-gift request.

Discuss legacy giving with donors across a wider range of ages.

Use a written gift policy to prevent donations from becoming board-level pay-to-play arrangements.

00:00:00 When Your Best Donor Gives Somewhere Else
00:02:59 Looking Beyond Your Internal Donor Data
00:04:05 Celebrate the Other Gift—and Learn From It
00:06:38 Moving a Loyal Donor Toward a Major Gift
00:08:00 Share the Strategic Plan and Future Vision
00:09:42 How to Test a Larger Ask Without Making It
00:12:27 When Another Nonprofit Receives the Legacy Gift
00:15:05 Under-Asking and Missed Planned-Giving Opportunities
00:17:20 Funding Today’s Crisis While Building Tomorrow
00:18:50 The Five-Minute Call That Changed a Donor
00:20:10 When a Donor Wants Influence Over the Board
00:22:17 Why Every Nonprofit Needs a Gift Policy

NonprofitFundraising #MajorGifts #TheNonprofitShow

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How AI saves time for nonprofits depends far less on the excitement surrounding the technology and far more on the quality of the organization’s data, workflows, and financial controls. Buu-Linh Tran, Senior Vice President of Financial Solutions at JMT Consulting, and Torbjorn Nilsen, Director of Business Solutions at DATABASICS, explain where AI can deliver measurable value—and where nonprofit leaders should proceed carefully.

The conversation moves beyond broad promises about efficiency and into the daily work of nonprofit finance operations. Data entry, receipt review, expense coding, compliance checks, anomaly detection, and financial reporting are all areas where technology can reduce repetitive work and help employees focus on higher-value decisions.

One example shows how AI can examine an itemized receipt, recognize an alcohol brand, and flag a potentially unallowable expense. It can also identify spending drift, unusual fund-code activity, or patterns that may be missed when transactions are reviewed individually.

But automation is not the same as control.

As Torbjorn cautions, “We can’t let the machine control. The control still has to be there.” AI should help nonprofit teams surface concerns and direct attention—not make unchecked financial decisions.

Buu-Linh offers another important reality check: “Look at the basics first—look at tools that help you streamline your operations.” Poor data, inconsistent coding, and inefficient processes do not become reliable simply because AI has been added.

The guests also discuss natural-language reporting, which could allow managers to ask direct questions such as, “How much have we spent on this conference?” or “Are supply costs higher than last year?” Instead of learning a complicated reporting system, users may receive the information they need in plain language.

JMT Consulting has served nonprofit organizations since 1991 and currently supports more than 2,300 nonprofits. DATABASICS has worked with nonprofit organizations since the mid-1990s, helping manage time, expenses, grants, and workforce processes.

Key Takeaways:

Begin with the operational problem—not the desire to adopt AI.

Clean, consistent data is essential for reliable AI-generated analysis.

Data entry and high-volume receipt processing are strong automation opportunities.

AI can flag anomalies, unallowable costs, spending drift, and questionable fund coding.

Natural-language reporting can make financial information more accessible to non-finance managers.

Human oversight, privacy controls, and cross-department collaboration remain essential.

00:00:00 Where Does AI Genuinely Save Time?
00:01:50 JMT Consulting and the Nonprofit Finance Landscape
00:03:51 How DATABASICS Supports Time and Expense Management
00:05:05 Using AI Without Losing Financial Control
00:06:31 Data Privacy, Compliance, and Security Risks
00:08:37 Fix the Basic Workflow Before Adding AI
00:11:18 How AI Detects Expense Report Problems
00:14:05 Why Poor Data Produces Poor AI Results
00:16:15 Data Entry and Reporting Tasks AI Can Reduce
00:20:03 Creating More Time for Strategy and Mission
00:23:38 Turning Financial Reports Into Useful Insights
00:27:40 Finding Spending Drift and Fund-Code Anomalies

NonprofitAI #NonprofitFinance

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Nonprofit prospect research beyond wealth screening requires more than locating wealthy people. It means finding funders with the capacity, mission alignment, and relationship connections that can lead to a credible fundraising conversation.

Shahar Brukner, Co-Founder, President, and CRO of Impala Digital, explains why traditional nonprofit wealth screening often leaves development teams with plenty of data—but no clear path to a donor.

Shahar organizes effective prospect research around three business priorities: capacity, alignment, and relationships. A prospective donor may possess enormous wealth, but that does not mean the person supports your cause, makes gifts at the level you need, or can be reached through someone they trust.

As Shahar explains, “If someone has a relationship to my organization through the board or through a donor…they automatically become a prospect.”

Impala has assembled public nonprofit and philanthropic data reaching back to 2014. Shahar says its platform includes information on approximately 16 million people and more than 213 million connections, serving over 10,000 nonprofits and nearly 2,000 foundations, grantmakers, and advisors.

The conversation also examines how AI may make genuine relationships even more important. Shahar offers: “If it gets very easy to communicate with someone…then the level of connection needs to go up.”

This episode offers a sharper way to evaluate prospects, activate board networks, approach funders respectfully, and turn data into a disciplined relationship-building strategy.

Key Takeaways:

Evaluate prospects through capacity, mission alignment, and relationships—not estimated wealth alone.

Replace “Who do you know?” with specific, researched introduction requests for board members.

Prioritize connected prospects before chasing the largest foundations or wealthiest individuals.

Treat an initial gift as the beginning of a longer cultivation and stewardship process.

Record donor intelligence and relationship history accurately in the organization’s CRM.

Expect AI-generated application volume to push some funders toward invitation-based or relationship-led grantmaking.

00:00:00 Who Can Really Fund Your Nonprofit?
00:01:43 Building a Data Platform for Philanthropy
00:03:02 When a Three-Month Fundraising Plan Takes 18 Months
00:05:14 Where Traditional Wealth Screening Falls Short
00:06:43 Capacity, Alignment, and Relationships
00:10:34 Why Board Connections Remain Underused
00:11:17 Stop Asking Board Members “Who Do You Know?”
00:12:40 Mapping the Nonprofit Sector’s Relationship Network
00:16:10 Start With Connected Prospects, Not the Biggest Funders
00:19:59 Donor Research, Privacy, and Transparency
00:24:01 How AI Is Changing Grant Applications
00:26:49 Turning Fundraising Data Into Smarter Decisions

NonprofitFundraising #ProspectResearch #DonorResearch

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What is the state of the nonprofit sector in 2026—and can organizations sustain rising demand while protecting their workforce, leadership pipeline, and financial strength? Dr. Akilah Watkins, President and CEO of Independent Sector, joins us for a far-reaching conversation about the business conditions shaping America’s 1.9 million charitable nonprofits.

Nonprofits continue to hold one of the strongest positions of public trust among American institutions. Dr. Watkins reports that 57% of Americans express very high or favorable trust toward nonprofits. Yet that confidence exists alongside increasing pressure: weakened public safety nets, a more difficult government relationship, rising service demand, workforce exhaustion, and a major leadership transition.

The workforce numbers require serious attention. Nearly 13.9 million Americans work for charitable nonprofits, and approximately two-thirds are women. Nationally, about 22% of full-time nonprofit employees do not earn enough to cover their bills.

As Dr. Watkins explains, nonprofit organizations compete for human capital just like every other sector. Compensation, retirement security, leadership development, and workplace culture are not side issues. They determine whether organizations can retain institutional knowledge, attract future executives, and continue meeting community needs.

“If we want leaders for the future, we have to invest in leadership today,” she says.

The conversation also examines the nonprofit sector’s role in nonpartisan voter engagement. Research cited during the episode indicates that voter participation increases by approximately 10% when nonprofits are involved. With fewer than 40% of Americans actively volunteering, civic engagement is becoming an operational concern as well as a community concern.

“The work that we do has been deeply invisible, but extremely felt personally by Americans,” Dr. Watkins explains.

This is a sector-level business conversation for nonprofit executives, board members, fundraisers, advocates, and managers responsible for building organizations that can endure.

Key Takeaways:

Public trust is a major nonprofit asset, but organizations must connect that trust to stronger advocacy and clearer public storytelling.

Workforce sustainability requires competitive compensation, retirement access, professional development, and realistic workload expectations.

Approximately 22% of full-time nonprofit employees nationally cannot earn enough to cover their basic bills.

Leadership succession must begin before senior executives retire and institutional knowledge leaves the organization.

Managing as many as five workplace generations requires updated leadership and communication practices.

Nonpartisan voter engagement can increase community participation while strengthening nonprofits’ civic role.

00:00:00 Meet Dr. Akilah Watkins of Independent Sector
00:02:09 Representing America’s 1.9 Million Charitable Nonprofits
00:06:04 The State of the Nonprofit Sector in 2026
00:06:29 Why 57% of Americans Still Trust Nonprofits
00:07:37 A Changing Relationship Between Nonprofits and Government
00:09:24 The Exhausted 13.9 Million-Person Nonprofit Workforce
00:11:49 Does the Sector Have Its Next Generation of Leaders?
00:12:30 The Nonprofit Compensation Numbers Leaders Cannot Ignore
00:14:02 Retirement Security and Six Workforce Policy Priorities
00:15:01 Leadership Succession and the Five-Generation Workplace
00:20:23 Voting, Volunteering and the Nonprofit Civic Role
00:25:13 Independent Sector’s 2026 National Summit in Phoenix

TheNonprofitShow #NonprofitLeadership #NonprofitSector

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How nonprofits can improve AI visibility is quickly becoming a fundraising and revenue question—not merely a marketing concern. As donors increasingly use AI search tools and workplace-giving platforms to decide which organizations to support, nonprofits must ensure their mission, impact, financial credibility, and organizational information can be found and understood.

Catherine LaCour, CEO and Executive Director of the Blackbaud Giving Fund, joins The Nonprofit Show to explain how donor discovery is changing and what nonprofit leaders should do now.

The Blackbaud Giving Fund has distributed nearly $3 billion since 2020 to approximately 300,000 nonprofit organizations worldwide. That experience gives Catherine a broad view of how donors, companies, technology platforms, and nonprofits are connecting.

“If AI cannot find clear and accurate information about the nonprofit organization, then the donor’s not going to find it either,” Catherine explains.

Nonprofit AI search optimization begins with the fundamentals: clear language, current organizational information, credible impact reporting, and consistency across websites, social channels, workplace-giving profiles, and other digital platforms. Catherine recommends writing so that a middle-school student can quickly understand who the organization serves, what it does, and what results it produces.

The conversation also explores AI strategies for nonprofit fundraising. AI can analyze donor behavior, assist with segmentation, strengthen personalization, draft stewardship communications, and reduce administrative work. But Catherine cautions organizations to treat AI like an intern: it can produce a useful first draft, but human review remains essential.

Workplace giving represents another major opportunity. Approximately 27 million donors participate in workplace programs, contributing about $5 billion in 2023. Nonprofits that fail to claim, complete, and update their profiles may be missing donors who are already motivated to give.

Catherine’s advice is direct: start simple, but start now. Test what AI says about your organization, correct information gaps, clean your donor data, and choose one internal task where AI can create immediate capacity.

Key Takeaways:

AI visibility should become an ongoing organizational process, similar to donor stewardship.

Mission, impact, leadership, and program information must remain consistent across every digital channel.

Success stories and impact reports help AI systems understand and prioritize an organization.

Clean donor data is essential for accurate segmentation, personalization, and fundraising analysis.

Completed workplace-giving profiles can unlock employee donations, matching gifts, and recurring payroll contributions.

Use AI to reduce administrative work while preserving human oversight and donor relationships.

00:00:00 Why AI Visibility Matters to Nonprofits
00:02:08 Nearly $3 Billion Distributed Through the Blackbaud Giving Fund
00:04:39 How AI Is Changing Donor Discovery
00:07:23 The First Steps to Better AI Search Visibility
00:10:12 Making AI Visibility an Ongoing Business Process
00:11:26 Using AI to Strengthen Fundraising Relationships
00:12:45 Why Clean Data Must Come First
00:13:39 AI as a Force Multiplier for Smaller Nonprofits
00:15:05 Treat AI Like an Intern
00:16:13 Unlocking Workplace and Corporate Giving
00:17:49 27 Million Workplace Donors and a $5 Billion Opportunity
00:18:37 Finding Better-Aligned Corporate Partners
00:19:16 Claiming and Strengthening Workplace-Giving Profiles
00:22:15 Where Nonprofits Should Begin
00:25:01 Ask AI the Hard Questions About Your Organization
00:26:30 The Content That Helps AI Prioritize Your Nonprofit
00:28:52 A Six-Step AI Guide for Reaching More Donors

NonprofitAI #NonprofitFundraising #TheNonprofitShow

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Nonprofit CEO fundraising responsibility is not optional when fiscal health, donor relationships, and organizational sustainability are on the line. In this Fundraisers Friday episode, Julia C. Patrick and Tony Beall take on a tough leadership question: what happens when a nonprofit CEO won’t fundraise?

This conversation goes straight to the business of nonprofits. Tony makes the case that even if a CEO is not making daily asks, every CEO carries responsibility for the organization’s financial health. As he puts it, “I can’t imagine there is a job description for a CEO where there isn’t some level of fiscal responsibility for the organization.”

Julia and Tony explore how fundraising expectations should appear in CEO job descriptions, how boards should manage give-or-get commitments, and why fundraising cannot remain isolated inside the development department. A strong culture of philanthropy requires more than slogans. It requires transparent communication, shared ownership, and consistent reporting.

Tony defines a healthy culture of philanthropy as one where “everyone in the organization understands their role in advancing the mission.” That shift changes the internal story from “development goes to lunches” to “relationship building is part of revenue strategy.”

The episode also addresses board accountability, CEO coaching, donor management systems, dashboards, KPIs, and the need for monthly or quarterly fundraising reporting. If fundraising results are only reviewed at year-end, leaders lose the chance to pivot, repair gaps, or support staff and board members before the damage is done.

Key Takeaways:

Every nonprofit CEO should carry clear responsibility for fiscal health, even if they are not the primary solicitor.

CEO job descriptions should include oversight, leadership, and support of the development function.

Board give-or-get expectations need active tracking by the CEO and board chair—not vague annual reminders.

A culture of philanthropy depends on mission communication, gratitude, relationship-building, and shared ownership.

Fundraising dashboards should be reviewed monthly when possible, and at least quarterly.

Donor management systems help clarify touchpoints, ownership, KPIs, and revenue attribution.

00:00:00 Welcome
00:02:37 Should CEO Job Descriptions Require Fundraising?
00:04:35 Linking CEO Oversight to Development Team Goals
00:06:39 Where Board Fundraising Responsibility Fits
00:08:10 Managing Board Give-or-Get Commitments
00:10:17 Defining a Real Culture of Philanthropy
00:13:59 Sharing Fundraising Plans Without Creating Fear
00:17:37 Can Reluctant CEOs Learn to Fundraise?
00:20:44 Reframing Fundraising Around Relationships
00:22:19 Tracking CEO Fundraising Through KPIs and Data
00:25:49 Why Monthly or Quarterly Reporting Matters
00:27:00 The Architecture of Fundraising and Shared Ownership

TheNonprofitShow #NonprofitFundraising

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Mindset as an operational skill for nonprofit leaders is becoming one of the most important conversations in nonprofit management. As burnout, decision fatigue, and constant change impact organizations across the sector, leaders are discovering that resilience, emotional intelligence, and self-awareness are not optional—they are essential business competencies.

The Nonprofit Show sits down with Karli-Rose McIntyre, Training Content Manager at Your Part-Time Controller (YPTC), to explore why mindset should be viewed as organizational infrastructure rather than personal development.

Karli-Rose shares what leaders are really asking for. While technical topics like accounting, compliance, grants, and technology remain important, many nonprofit executives are searching for guidance around decision-making, connection, resilience, and navigating uncertainty.

The discussion examines how artificial intelligence is accelerating the shift from transactional work to relationship-driven leadership. As automation handles more routine tasks, nonprofit leaders must strengthen the uniquely human skills that technology cannot replace.

As Karli-Rose shares. .

"I think when we start treating mindset as not just a nice-to-have item, but instead as infrastructure, then that's when those human skills, like creativity, like resilience, like connection, start to come out and play."

The conversation also addresses nonprofit CEO burnout, organizational communication challenges between finance and development teams, emotional intelligence, and how leaders can create space for better decision-making amid constant demands.

Karli-Rose closes with a powerful leadership reminder: "Replace the fear of the unknown with curiosity."

For nonprofit executives, finance leaders, fundraisers, board members, and emerging professionals, this episode offers a fresh perspective on building stronger organizations from the inside out.

Key Takeaways:

• Approximately half of nonprofit CEOs report concern about burnout levels, making leadership sustainability a strategic issue.

• Leaders increasingly seek support with decision-making, connection, and resilience—not just technical training.

• AI is increasing the value of human-centered skills such as communication, emotional intelligence, and relationship-building.

• Mindset influences every leadership action, from budgeting and policy creation to team management and organizational culture.

• Strong collaboration between finance, fundraising, and operations requires empathy, storytelling, and shared understanding.

• Creativity and resilience can be developed intentionally and may help counter burnout and decision fatigue.

00:00:00 Welcome & Why Mindset Matters
00:02:09 Karli-Rose's Unique Path from CPA to Leadership Development
00:03:35 What 1,500 Monthly Webinar Registrants Are Asking For
00:05:30 The Hidden Challenges Nonprofit Leaders Face
00:08:10 AI, Leadership, and the Shift to Human Skills
00:11:20 Why Mindset Is an Operational Issue
00:14:11 Mindset as the Foundation of Decision-Making
00:15:35 Bridging the Gap Between Finance and Fundraising
00:20:01 Treating Mindset as Organizational Infrastructure
00:22:14 Burnout, Creativity, and Leadership Resilience
00:24:45 Practical Habits for Better Leadership Decisions
00:29:17 Replacing Fear with Curiosity

#TheNonprofitShow #NonprofitMindset #NonprofitManagement

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Nonprofit donor behavior trends in 2026 are revealing something unexpected: generosity is alive and well! The challenge isn't donor willingness to give—it's whether nonprofits are making it easy, clear, and compelling for supporters to take action.

We welcome Mary Crogan, Vice President of Brand Marketing at Bloomerang, to discuss findings from the newly released Giving Signals Report. Based on research conducted with more than 1,000 donors and 405 fundraisers, the report challenges many assumptions about today's fundraising environment.

The data shows that donors remain highly motivated to support causes they care about. In fact, 97% give because they care about their communities, 96% want to make a difference, and 92% say giving is part of who they are.

As Mary explains, "The fact is, donors are actually ready. They want to give. The question is whether the organizations are positioned to engage and receive that generosity."

The conversation explores how nonprofits can bridge the gap between caring and giving through greater clarity, stronger impact communication, and a smoother donor experience.

One of the most striking findings? Seventy percent of donors say a tipping prompt could cause them to reconsider giving altogether, while 79% say unexpected fees create hesitation. These are preventable barriers that may be costing organizations revenue every day.

The discussion also highlights the growing influence of millennial donors. Seventy-five percent plan to increase their giving this year, while 80% intend to support at least one new nonprofit.

Mary offers a simple but powerful challenge for nonprofit leaders:

“Can someone who comes to your site answer these questions in less than 30 seconds: What does this organization do? Who do they serve? Where does the money go? And is it working?"

If your organization wants to strengthen donor trust, improve fundraising results, and better understand how donor expectations are evolving, this conversation delivers important research and valuable perspective.

Key Takeaways

• 97% of donors care deeply about their communities and remain motivated to give.

• 94% are more likely to donate when organizations clearly explain where funds go.

• 70% of donors may reconsider giving when presented with tipping prompts.

• 79% say unexpected fees negatively impact their willingness to complete a gift.

• 75% of millennials plan to increase their giving this year and 80% will support a new nonprofit.

• Transparent reporting, visible impact, and frictionless giving experiences are becoming major competitive advantages.

00:00:00 Introduction to the Giving Signals Report
00:02:00 What 1,000 Donors Revealed About Giving
00:04:00 Generosity Is Shifting, Not Declining
00:06:00 The Clarity Gap Between Caring and Giving
00:08:00 The 30-Second Website Audit Every Nonprofit Needs
00:11:40 How Fees and Tipping Prompts Hurt Donations
00:15:00 Creating a Frictionless Donor Experience
00:16:25 Why Millennial Donors Matter Right Now
00:20:30 Closing the Donor Trust and Clarity Gap
00:24:20 What's Next for Giving Signals Research

TheNonprofitShow #FundraisingStrategy #DonorEngagement

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Nonprofit CEO succession planning is no longer a future issue—it’s a current business challenge. As leadership turnover accelerates across the sector, boards and executives must rethink how they identify, recruit, and support the next generation of nonprofit CEOs.

Dana Scurlock, Managing Director at Staffing Boutique, joins Julia Patrick and Sherry Quam Taylor to discuss what organizations should be looking for when hiring a CEO and how leadership expectations are changing.

With research indicating that approximately 75% of nonprofit leaders are expected to retire by 2036, organizations face a major transition that will impact fundraising, operations, culture, and long-term sustainability. Dana explores why successful CEOs must be more than administrators—they must be communicators, relationship builders, and visionary leaders who can represent the mission externally while helping position the organization for future growth.

As Dana explains, "A CEO is a visionary, an orator, somebody that's out representing the organization elsewhere and helping the organization grow."

The conversation also examines the growing need to separate operational leadership from external leadership responsibilities. Many organizations are exploring structures that pair a forward-facing CEO with strong operational leadership to improve effectiveness, fundraising capacity, and organizational resilience.

Dana also offers guidance on one of the biggest board-level decisions nonprofits face: whether to promote from within or recruit externally. The answer depends on the organization's goals, culture, and future vision—but boards must first define where they want the organization to go.

"If you haven't defined it yet, where do we want to be? And if you don't have the answer to that, therein lies where the first leg of the work needs to come."

Whether you're a board member, executive director, CEO, or nonprofit leadership candidate, this discussion offers valuable insight into preparing your organization for the next decade of change.

Key Takeaways:

Approximately 75% of nonprofit leaders are expected to retire by 2036, creating significant succession planning challenges.

Effective nonprofit CEOs increasingly serve as visionaries, communicators, and public ambassadors for the mission.

Boards should consider separating operational leadership and external leadership responsibilities as organizations grow.

Professional fundraising expertise allows CEOs to focus on growth, partnerships, and strategic positioning.

Internal and external CEO candidates both offer advantages; organizational goals should drive the decision.

Leadership transitions should be accompanied by a clear narrative that explains the organization's future direction.

00:00:00 Introduction: The Future of Nonprofit Leadership
00:04:02 75% of Nonprofit Leaders Expected to Retire
00:05:18 What Makes a Great Nonprofit CEO Today?
00:08:57 Visionary Leadership vs Operational Leadership
00:11:25 Should Nonprofits Redefine the CEO Role?
00:13:45 Why More CEOs Need Strong Operations Partners
00:19:39 The CEO's Role in Fundraising and Growth
00:22:19 Why Professional Fundraisers Matter
00:24:24 Hiring a CEO: Internal Promotion or External Search?
00:26:53 Controlling the Narrative During Leadership Transitions
00:29:01 Defining the Organization's Future Before Hiring

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Nonprofit interim leadership strategy is becoming essential as organizations face CEO retirements, founder exits, leadership fatigue, and urgent succession decisions. Joan Brown, COO of Third Sector Company, explains how interim leadership can help nonprofit boards move beyond crisis hiring and use transition as a business-strengthening opportunity.

Joan frames the conversation around four powerful words: purposeful, methodical, profound, and transformational. Each word helps nonprofit leaders rethink what should happen between one leader leaving and the next leader stepping in.

Rather than treating interim leadership as someone “keeping the lights on,” Joan describes it as a structured process that prepares the organization for long-term leadership success. As she says, “The purpose is to right set the organization for its next leader.”

This episode is especially valuable for nonprofit boards, executive teams, funders, and managers who are navigating CEO succession planning, founder transitions, leadership burnout, or executive search readiness. Joan explains why many organizations need an intentional pause—especially after a long-term or legacy leader leaves. Without that space, the next leader may inherit unresolved culture issues, unclear priorities, board confusion, or outdated operating systems.

A key business insight from the conversation: Third Sector Company’s average interim placement is about nine months, because meaningful transition work requires assessment, alignment, stakeholder participation, and organizational readiness.

Joan also challenges nonprofits to think in 90-day planning increments, rather than relying only on three- to five-year strategic plans. This shorter planning rhythm can help organizations focus on immediate priorities while still preparing for the future.

As Joan puts it, “Let me as an interim deal with the things that aren’t working so that when you invest in hiring a permanent person, it’s going to work for them.”

For nonprofit professionals, this conversation is not just about interim executives. It is about governance, culture, operations, staff structure, board courage, and the discipline required to make leadership transitions count.

Key Takeaways:

Interim leadership should move the organization forward, not simply protect the status quo.

A transparent assessment creates a shared reality for boards, staff, funders, and stakeholders.

Average interim placements may take around nine months because succession readiness is deeper than hiring.

Founder and legacy leader transitions often require space before a permanent successor can thrive.

90-day planning cycles can help nonprofits respond faster while staying mission-aligned.

Transformation may show up through governance, pay equity, culture, mission clarity, or stronger hiring readiness.

00:00:00 Welcome to The Nonprofit Show
00:02:06 What Is the Third Sector?
00:03:55 Interim Leadership Beyond the CEO Role
00:06:05 Word One: Purposeful Leadership Transition
00:09:02 Why Interim Placements Take Time
00:10:37 Word Two: A Methodical Transition Roadmap
00:13:53 Why Every Interim Engagement Needs Assessment
00:16:45 Founder and Legacy Leader Transitions
00:19:03 Word Three: Profound Processes That Change Organizations
00:20:00 The Power of 90-Day Planning
00:22:29 Why These Ideas Matter for All Leaders
00:23:23 Word Four: Transformation Through Interim Leadership
00:26:03 Preparing the Organization for the Next Permanent Leader
00:28:01 Why Board Members Study Interim Leadership

TheNonprofitShow #InterimLeadership #NonprofitSuccession

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Nonprofit donor engagement strategies for 2026 are changing rapidly as donor expectations, technology, and economic realities reshape fundraising. Kimberly O'Donnell, Chief Fundraising Officer at Bonterra, shares fresh research and practical insights from Bonterra's 2026 Impact Report to help nonprofit leaders build stronger donor relationships and sustainable revenue growth.

For decades, charitable giving and volunteerism have remained largely stagnant at approximately 2.5% of GDP. Bonterra's ambitious "3% by 2033" initiative aims to change that by helping organizations increase annual giving through smarter engagement, recurring donor programs, volunteer activation, and responsible use of artificial intelligence.

Kimberly explains why recurring giving may be one of the most important opportunities available to nonprofits today. Rather than continuously replacing one-time donors, organizations can build predictable revenue streams by encouraging monthly and annual commitments from supporters who already care deeply about the mission.

The conversation also explores a growing challenge facing the sector: donor dollars are increasing while donor participation continues to decline. According to Bonterra's research, 43% of respondents reported they cannot afford to give more in today's economic environment. That reality requires nonprofits to create new pathways for engagement through volunteerism, advocacy, micro-volunteering opportunities, and personalized communication.

"We have what we call dollars up, donors down."

Kimberly also discusses how AI is moving beyond simple content creation and becoming a strategic tool for donor segmentation, campaign planning, data analysis, and supporter engagement. One organization highlighted in the report increased annual appeal revenue by 41% after integrating AI into its fundraising campaign strategy.

"When we treat them as individuals and not as segments, donors feel it."

Whether you're a nonprofit executive, fundraiser, board member, or development professional, this episode offers valuable perspective on where fundraising is heading and how organizations can prepare for the next era of donor engagement.

00:00:00 Introduction: New Rules of Donor Engagement
00:02:24 Inside Bonterra's 2026 Impact Report
00:05:32 Why Giving Has Stalled at 2.5% of GDP
00:08:21 The Power of Recurring Donor Programs
00:12:53 Donors Are Down While Dollars Rise
00:14:13 Personalization and Rebuilding Donor Trust
00:16:04 Why AI Will Change How Donors Give
00:18:22 Using AI to Improve Fundraising Results
00:19:58 Volunteerism as a Growth Strategy
00:23:35 Building an Innovation Mindset in Nonprofits
00:25:09 How AI Increased Fundraising Revenue by 41%
00:28:34 Human-Centered AI for Nonprofit Growth

TheNonprofitShow #NonprofitFundraising #DonorEngagement

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When resources are limited, nonprofits often assume they need more funding. But what if scarcity is actually the catalyst for stronger partnerships? In this episode, Van Ton-Quinlivan, Founder and CEO of Futuro Health, shares how nonprofits, employers, educators, and community organizations can align around common goals to solve workforce challenges and create lasting social impact.

If you're searching for nonprofit partnership strategies that create measurable impact, this conversation delivers a powerful framework for building coalitions, aligning stakeholders, and solving complex workforce challenges.

Organizations can achieve more by working together rather than operating in isolation. As healthcare systems across the country face critical workforce shortages, Futuro Health has built a nationally recognized model that brings employers, educational institutions, and community organizations together to develop credentialed healthcare workers at scale.

Throughout the discussion, Van explains why "workforce development is a team sport, not an individual sport" and how successful collaborations depend on every partner contributing what they do best. Rather than attempting to solve every problem internally, organizations can "braid" resources, expertise, funding, and relationships to create outcomes that no single organization could achieve alone.

The conversation explores the demographic realities driving workforce shortages, including Van's memorable "12-7-4" framework that illustrates the shrinking ratio of working-age adults supporting an aging population. For nonprofit leaders, this serves as a powerful example of how to communicate complex challenges in a way that inspires action.

Viewers will also learn how leaders can create urgency, build coalition support, establish common ground among diverse stakeholders, and guide organizations through change. Van shares lessons from leading major workforce initiatives, growing public investment, and helping Futuro Health achieve nearly 90% program completion rates while serving adult learners across multiple states.

One of the most compelling insights comes when Van explains: "The role of a leader is really to figure out where the common grounds are when you're building cross-sector collaboration."

Whether you're building community partnerships, launching workforce programs, leading organizational change, or seeking innovative ways to expand impact despite limited resources, this episode offers valuable leadership lessons for the business of nonprofits.

00:00:00 Introduction to Futuro Health
00:01:41 Solving the Healthcare Workforce Crisis
00:06:37 The 12-7-4 Demographic Reality
00:09:27 Why Scarcity Creates Better Partnerships
00:10:31 The Three-Legged Stool of Workforce Development
00:12:30 Braiding Resources Instead of Working Alone
00:15:25 Building Cross-Sector Collaboration
00:16:42 Creating Context for Organizational Change
00:18:59 Why Coalitions Accelerate Progress
00:20:24 Turning Long-Term Funding Into Innovation
00:23:56 What a Win-Win-Win Partnership Looks Like
00:26:27 Finding Common Ground to Solve Big Problems

TheNonprofitShow #NonprofitPartnerships #PartnershipStrategy

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Nonprofit marketing strategy using neuroscience can help organizations create messages that earn attention, build trust, and move donors toward engagement. Sally Mildren, CEO and Chief Strategist of CommonWell Marketing, shares why effective nonprofit marketing starts with how the human brain filters, feels, trusts, and decides.

For nonprofit leaders working with limited time, staff, and budgets, this conversation offers a sharper way to think about marketing performance. Sally explains that the brain is processing millions of bits of information every second, which means nonprofits have only a brief window to become relevant. As she puts it, “You have two to 8 seconds to make yourself relevant before the brain decides this isn’t for me.”

That reality changes how organizations should approach email subject lines, social posts, fundraising appeals, web copy, and donor communications. Instead of starting with the organization’s name, logo, or internal priorities, Sally encourages nonprofits to lead with the audience’s need, emotion, and sense of recognition.

The episode also challenges the common habit of trying to reach everyone with the same message. Sally makes the business case for segmentation, saying, “One-size-fits-all messaging cannot work in today’s attention economy.” For nonprofits, that means stronger donor engagement often comes from being brave enough to focus on the right audience, not the largest audience.

Sally also digs into trust, consistency, recognition versus representation, and the danger of message overload. Nonprofits often try to say everything at once — every program, every giving option, every reason to care. But the brain can only absorb so much. A simpler message, repeated consistently across channels, can build familiarity, safety, and confidence.

This is a master class for nonprofit executives, fundraisers, marketers, board members, and communicators who want their messaging to work harder without shouting louder. The lesson is clear: marketing is not just about visibility. It is about relevance, trust, clarity, and alignment with mission.

00:00:00 Welcome: The Neuroscience of Donor Giving and Marketing
00:01:39 Meet Sally Mildren of CommonWell Marketing
00:03:01 The 2-to-8 Second Rule for Nonprofit Messaging
00:05:28 Why Email Subject Lines Still Matter
00:06:37 Emotion Comes Before Logic in Donor Decisions
00:08:47 Why One-Size-Fits-All Messaging Fails
00:11:12 The Courage to Stop Marketing to Everyone
00:12:32 Trust, Safety, and the Donor Brain
00:16:56 Recognition vs. Representation in Marketing
00:19:27 Finding the Right Audience Instead of Chasing Everyone
00:21:44 Start With Mission Before Choosing the Message
00:25:49 Why Simpler Messages Drive Better Decisions

TheNonprofitShow #NonprofitMarketing #DonorEngagement

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Nonprofit crisis fundraising strategy is not about making every donor message sound urgent—it is about knowing when urgency is real, how to communicate it honestly, and how to keep donor trust intact. In this Fundraisers Friday episode, Julia C. Patrick and Tony Beall take on one of the most familiar fundraising habits in the sector: the constant use of emergency-driven appeals.

From “now more than ever” messaging to year-end giving campaigns, this conversation challenges nonprofit leaders to think carefully about the business impact of their fundraising language. Tony explains why repeated crisis appeals can create donor fatigue, especially when supporters receive multiple fear-based messages from several organizations at once. At some point, donors may begin to wonder whether they are investing in impact—or being asked to rescue an unstable organization.

Tony offers a clear reminder for fundraising teams: “If everything is urgent, eventually really nothing feels urgent.” That idea becomes the core of this episode. Nonprofits must distinguish between a true community crisis, a temporary emergency program need, a fiscal funding gap, and a normal fundraising cycle. Each situation calls for different communication, different transparency, and a different donor invitation.

The duo also explore the difference between disaster-related appeals, funding cuts, year-end campaigns, and mission-based messaging. For some organizations, fear-based messaging may be appropriate when it is grounded in fact and tied directly to the mission. For others, hope and impact may be the stronger path. Tony’s advice is direct: “When I was confused about my messaging or what direction I should be going… I always go back to the mission.”

The goal is not to avoid urgency. The goal is to use it wisely, honestly, and in service of sustainable mission investment.

00:00:00 Don’t Hook Donors on Emergencies
00:02:17 Why Constant Crisis Messaging Creates Donor Fatigue
00:03:22 When Appeals Start Sounding Like a Cry for Help
00:05:26 Disaster Relief vs. Everyday Nonprofit Messaging
00:06:32 How to Define a True Fundraising Crisis
00:10:04 Fiscal Crisis, Funding Cuts, and Donor Transparency
00:13:17 Year-End Appeals Without Panic Messaging
00:16:16 Direct Mail, Donor Lists, and Realistic ROI
00:17:59 Fear, Hope, Impact, and Mission Alignment
00:22:16 Donor Perception and Message Segmentation
00:25:01 Mission Investment vs. Rescue Giving
00:26:48 If Everything Is Urgent, Nothing Feels Urgent

TheNonprofitShow #NonprofitFundraising #DonorEngagement

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Community wealth building for nonprofits takes center stage in this lively discussion, as Lauren Turner Hines of the André Cailloux Center shares how art, history, ownership, and earned revenue can become a powerful operating model. This is a deeply strategic conversation for nonprofit leaders thinking about sustainability, capital campaigns, cultural infrastructure, and the future of community-centered growth.

Lauren Turner Hines, Founding ‘Envisionist’ and Executive Lead of the André Cailloux Center in New Orleans, takes us inside a 114-year-old former church on historic Bayou Road, the oldest thoroughfare in the city and a corridor with deep roots in Black commerce, freedom, and cultural leadership. Named for Captain André Cailloux, one of the first Black officers in the United States military, the Center is using storytelling as both mission and business strategy.

The conversation moves quickly from history into operating reality. Lauren explains how the Center provides affordable space for Black-led performing arts organizations, hosts performances, convenings, workshops, and community events, and builds earned revenue through tours and programming. At the center of the model is a clear business question: how can a nonprofit’s physical space create direct value for the community around it?

Lauren offers a sharp answer through the Cailloux Community Equity Fund, a developing model that would allow nearby residents to hold community shares in the building and benefit from quarterly revenue share. As she puts it, “Relationships are the asset.” She also shares her five-year vision: “I hope for a direct community wealth transfer in the multimillions and for art and culture to be the catalyst for that.”

This conversation also explores nonprofit capital campaign strategy, founder succession, board leadership, technology systems, and how organizations can avoid letting knowledge, donor relationships, and institutional context live with one person.

For nonprofit executives, fundraisers, board members, arts leaders, and community builders, this is a fresh look at sustainability that moves beyond survival and toward shared economic power!

00:00:00 Welcome to The Nonprofit Show
00:02:52 The History Behind the Andre Caillou Center
00:07:04 Using Story as a Nonprofit Mission Strategy
00:10:32 Creating Access for Black-Led Arts Organizations
00:12:49 Turning Space Into Earned Revenue
00:14:37 Navigating Today’s Funding Reality
00:16:27 Why Relationships Are the Asset
00:18:17 Community Wealth Building as a Nonprofit Model
00:20:14 The Caillou Community Equity Fund
00:22:03 A Five-Year Vision for Shared Ownership
00:24:29 Founder Syndrome and Succession Planning
00:28:37 Leadership, Legacy, and Long-Term Community Power

TheNonprofitShow #NonprofitFunding #CommunityWealthBuilding

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This episode is for nonprofits searching for alternatives to traditional aid models and dependency-driven philanthropy. The conversation blends international development, nonprofit operations, sustainability, and social enterprise into a highly searchable leadership discussion.

Sustainable nonprofit development in Africa requires more than donations—it requires long-term economic thinking, local leadership, and community ownership. In this Global Edition of The Nonprofit Show, Paul Smith, UK Director of MUSANA, shares how the organization is transforming rural communities in Uganda through healthcare, education, hospitality businesses, and locally driven enterprise systems designed to become financially sustainable.

Rather than creating dependency on Western aid, MUSANA uses philanthropy as catalytic investment. Their model builds hospitals, schools, hotels, restaurants, and jobs that eventually generate enough local revenue to sustain operations and fund scholarships and outreach programs internally.

Paul explains how MUSANA’s district-based strategy has already created nearly 900 full-time jobs while building systems that communities themselves support, value, and grow. The conversation also takes an honest look at the ethical challenges facing international nonprofits, including poverty marketing, child sponsorship culture, and “white savior” dynamics that can unintentionally reinforce harmful power structures.

One of the most compelling moments comes when Paul says:

“No global economy has ever been built off charity. It’s always enterprise, it’s always industry that builds an economy.”

The episode also introduces a powerful nonprofit leadership concept:

“Every single charity should have an out vision.”

If your nonprofit works internationally—or simply wants to build stronger, more sustainable systems locally—this conversation offers fresh thinking on what long-term impact can truly look like.

00:00:00 Introduction To MUSANA’s Mission
00:02:32 Breaking Cycles Of Aid Dependency
00:05:17 Building Schools, Hospitals & Enterprises
00:07:19 How Local Revenue Funds Community Growth
00:10:30 Why Free Aid Can Create Dependency
00:11:49 Local Leadership Versus Western Control
00:14:20 The Ethics Of Poverty Tourism
00:17:48 Why MUSANA Rejects Child Sponsorship
00:19:49 When Western-Led Models Fail
00:22:20 Ego, Power & Nonprofit Leadership
00:25:23 Access, Opportunity & Economic Growth
00:27:03 Why Every Charity Needs An “Out Vision”

TheNonprofitShow #InternationalDevelopment #Uganda

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Nonprofit infrastructure planning is often overlooked until growth creates operational stress, staff burnout, and organizational confusion. In this energizing discussion, Sharmon Lebby, founder and CEO of Blessed Designs Consulting, explains why nonprofit leaders must build systems, strategy, and internal alignment before major funding arrives.

Many nonprofit organizations operate in survival mode—focused on securing the next grant, donation, or hire—without fully preparing for what sustainable growth actually requires. Sharmon challenges leaders to rethink budgeting, board development, volunteer management, and organizational planning from a long-term operational perspective.

“You’re not planning for success,” Sharmon explains during the conversation, encouraging nonprofits to think beyond immediate fundraising goals and define what meaningful impact truly looks like.

The discussion explores how operational breakdowns often begin internally through unclear systems, rushed onboarding, weak infrastructure, and reactive leadership. Sharmon introduces three core areas nonprofits should continuously strengthen: strategy, systems, and storytelling—including internal storytelling that shapes organizational culture and alignment.

The episode also dives into:

Why budgeting should function as a strategic compass

Creating “dream budgets” before funding exists

Building board alignment around values and skill gaps

Planning founder transitions and organizational succession

Shifting from scarcity thinking to intentional impact planning

Collaborating with peer nonprofits instead of competing for every dollar

One of the most powerful moments comes when Sharmon reframes the nonprofit relationship with money itself: “Money’s not really what you want.”

00:00:00 Why More Money Can Create New Problems
00:02:22 The “Collapsing Table” Infrastructure Analogy
00:04:15 Burnout and Operational Cracks During Growth
00:06:00 Why Nonprofits Don’t Plan for Success
00:07:34 Building Systems Before Funding Arrives
00:09:31 Strategy, Systems, and Storytelling Framework
00:11:08 Budgeting as a Strategic Growth Tool
00:13:18 Building Boards Around Values and Skills
00:16:27 Why Nonprofits Are Built in Survival Mode
00:19:14 Redefining the Nonprofit Relationship With Money
00:21:29 Planning From the End Goal Backward
00:22:50 Collaboration Instead of Competition

TheNonprofitShow #NonprofitOperations #NonprofitManagement

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Managing difficult donors in nonprofits requires more than patience—it requires boundaries, documentation, leadership support, and a clear understanding of donor behavior. In this Fundraisers Friday episode, Julia C. Patrick and Tony Beall explore how nonprofit teams can identify challenging donor patterns before they disrupt the mission, staff, or fundraising strategy.

Not every difficult donor is difficult in the same way. Some want control. Some want recognition. Some have disengaged because of a past disappointment. Others cross lines that should never be ignored. This conversation gives nonprofit professionals a thoughtful framework for recognizing those patterns and responding with confidence.

Julia and Tony begin with “the controller”—the donor who wants influence over programs, decisions, or organizational direction. Often, this person has business experience, strong opinions, and a genuine desire to help, but their advice can quickly turn into pressure. Tony reminds nonprofit leaders that clear communication about capacity, barriers, and mission alignment is essential.

They also discuss the high-maintenance donor, or the “diva/devo” personality, who expects frequent attention, personal recognition, and ongoing reassurance. Tony offers a helpful perspective: these donors may be easier to satisfy when nonprofits understand what they are really seeking—visibility, appreciation, and personal connection.

Next comes the transactionalist, often connected to corporate giving, sponsorships, or community relations. This donor wants to know what they receive in return: logo placement, event perks, social media visibility, impressions, access, and recognition. For nonprofits, the lesson is simple: expectations must be set before the gift is made.

The conversation then turns to lapsed and angry donors—supporters who have pulled away because something changed, something offended them, or something was never resolved. These situations require careful listening, CRM documentation, and a willingness to reengage with transparency.

Finally, Julia and Tony address the line-crosser, the donor whose behavior becomes inappropriate, disrespectful, or harmful. This is where gift policies, conduct language, leadership reporting, and staff protection become non-negotiable.

Tony captures the complexity perfectly: “There is no one-size-fits-all answer.” But he also offers the hard truth many fundraisers need to hear: “There’s power in goodbye.”

This episode is a business-minded guide to protecting donor relationships without sacrificing mission, staff dignity, or organizational integrity.

00:00:00 Difficult Donors and the Summer Fundraising Season
00:02:08 Why Donor Personas Help Nonprofits Prepare
00:04:02 The Controller: When Donors Want Influence
00:07:48 The High-Maintenance Donor and Recognition Needs
00:10:50 Transactional Donors, Perks, and Visibility
00:13:49 Lapsed and Angry Donors: What Changed?
00:17:16 Politics, Civil Discourse, and Donor Disengagement
00:20:42 The Line-Crosser and Inappropriate Behavior
00:24:22 Policies, Documentation, and Leadership Reporting
00:26:29 When to Walk Away From a Donor
00:28:27 Bless and Release Without Damaging Philanthropy

TheNonprofitShow #NonprofitFundraising #DonorManagement

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Nonprofit marketing strategy with fractional CMO leadership can help organizations move beyond reactive communications and build smarter pathways to donors, volunteers, clients, and community trust. In this energizing episode of The Nonprofit Show, Andrea Sok, Founder and CEO of Sok Influencer PR, shares how nonprofits can turn marketing into a strategic business function—not just a last-minute scramble.

Many nonprofits treat marketing as a response mechanism: a campaign is behind, a crisis has surfaced, an event needs attention, or another organization is doing something visible. Andrea challenges that mindset and makes the case for intentional planning, measurable goals, and executive-level marketing leadership.

One of the strongest ideas in this conversation is the role of a fractional CMO for nonprofits. Andrea explains that some organizations need short-term leadership during a transition, while others need part-time strategic guidance because they are not yet large enough for a full-time marketing executive. In either case, nonprofits gain senior-level insight without carrying the full cost of a permanent hire.

She also reframes influencer marketing for the nonprofit sector. As Andrea puts it, “Influencer could be anyone who influences your audience.” That could be a neighborhood leader, pastor, local official, business owner, parent blogger, or trusted community voice—not just someone with a massive online following.

The episode also takes on AI for nonprofit marketing. Andrea makes the case that AI is not about replacing nonprofit staff; it is about giving exhausted teams time back. From one 30-second volunteer video, an organization can create social posts, email content, annual report copy, graphics, and more. Her point is clear: “AI alone is a great tool for brainstorming… but when we pair it with automation, game changer.”

For nonprofit CEOs, board members, development leaders, and communications teams, this conversation offers a smarter way to think about marketing investment, donor growth, board education, and organizational capacity.

Watch this episode to rethink how your nonprofit can use marketing leadership, AI, automation, and influence to build stronger relationships and better business outcomes!

00:00:00 Welcome to The Nonprofit Show
00:01:41 What an Influencer Really Means for Nonprofits
00:03:47 Why Nonprofit Marketing Gets Stuck in Reaction Mode
00:06:20 How a Fractional CMO Supports Nonprofit Leadership
00:08:56 Helping Boards See Marketing as Investment
00:10:56 Marketing Is More Than Advertising
00:13:03 Meaningful Metrics That Move the Organization Forward
00:14:03 AI as a Force Multiplier for Nonprofit Teams
00:17:17 Turning One Story Into Multiple Marketing Assets
00:19:12 Using AI as a Thought Partner for Small Teams
00:21:57 Why Banning AI Can Create Bigger Risk
00:25:33 Choosing the Marketing Work That Actually Moves the Needle

TheNonprofitShow #NonprofitMarketing #FractionalCMO

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Nonprofit conference strategy for fundraisers is not just about attending sessions — it’s about turning time, travel, relationships, and learning into business value for your organization. Tim Sarrantonio, Founder of The Generosity Spectrum (and also a cohost of the Show), joins to share timely insights from the recent AFP International Conference and the broader conference landscape shaping nonprofit fundraising leadership.

Tim brings a rare perspective as a sector educator, speaker, conference participant, and creator of game-based learning experiences for nonprofit leaders, boards, and communities. The conversation begins with AFP ICON — what it is, who attends, and why it matters — but quickly moves into a larger question: how can nonprofit professionals make conferences worth the investment?

From the vendor hall to rooftop gatherings, from formal panels to side conversations, Tim explains why the strongest learning often happens outside the scheduled room. As he puts it, “Always, no matter what, ask yourself, why am I in this room?” That question becomes a powerful lens for fundraisers, CEOs, CFOs, board members, and development teams trying to maximize conference ROI.

The episode also touches on the Fundraising Effectiveness Project, board education, sector trust, inclusive conference design, and the cautious optimism many nonprofit professionals are carrying into this next season. Tim notes, “People are ready to help. Vendors are there to help.” But he also challenges leaders to be thoughtful about where they spend their attention, energy, and budget.

This conversation is especially useful for nonprofit professionals preparing for AFP ICON, Bridge Conference, AFP chapter events, vendor-hosted gatherings, or any sector learning experience. It offers a smarter way to think about nonprofit networking strategy, fundraising leadership development, and the business case for attending conferences.

For nonprofit leaders, this episode is a reminder: don’t just show up. Show up with purpose!!

00:00:00 Welcome And Why AFP ICON Matters
00:02:04 Tim Sarrantonio And The Generosity Spectrum
00:04:54 Creating A Practice Field For Nonprofit Leaders
00:06:54 What AFP ICON Is And Who It Serves
00:11:21 Why Executives And Fundraisers Attend
00:13:50 The Real Vibe At AFP ICON
00:18:01 Sector Confidence And Cautious Optimism
00:21:13 How To Maximize A Nonprofit Conference
00:24:24 Vendor Hall Strategy And Sponsor Value
00:26:33 Why Small-Room Conversations Matter
00:29:15 Local AFP Chapters And What Comes Next

TheNonprofitShow #NonprofitFundraising #AFPICON

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Nonprofits exploring AI education strategies and immigrant workforce development will find powerful lessons in this conversation with Patricia Machado of SQA Education. Learn how AI language learning for immigrants is helping nonprofits scale services, strengthen community participation, and create real-world outcomes for adult learners.

Patricia, founder of SQA Education, joined us from Argentina to discuss how her nonprofit serves more than 4,000 immigrant adults from over 50 countries through mobile-first English language education powered by both teachers and artificial intelligence.

Rather than replacing educators, SQA Education uses AI to expand learning opportunities beyond the classroom. Patricia explains how AI-powered conversation tools allow students to practice real-world scenarios like job interviews, banking, healthcare conversations, and workplace communication repeatedly—building the confidence adult learners need to succeed.

“We don’t want any other adult immigrants to go through this same experience,” Patricia shares while reflecting on her own transition to the United States as a chemical engineer without English fluency.

This episode also explores:

How nonprofits can use AI to increase organizational capacity

Why phone-first learning models matter for underserved communities

The role of partnerships with banks, hospitals, HR professionals, and legal experts

Why adult education must deliver immediate daily-life value

How language learning impacts workforce retention and employee growth

Why nonprofits should frame language access as infrastructure investment instead of charity

Patricia also offers a compelling perspective on measuring success—not through test scores alone, but through moments when students successfully speak with doctors, employers, teachers, and community leaders for the first time.

“This is not a charitable work. You’re doing a really high leverage work for your community.”

If your nonprofit is exploring AI, digital learning, workforce development, or immigrant community engagement, this conversation offers operational insight and scalable ideas.

00:00:00 Welcome to The Nonprofit Show
00:01:24 Expanding Global Philanthropy Conversations
00:01:52 Inside SQA Education’s Mission
00:02:53 Patricia Machado’s Immigrant Journey
00:06:21 Why Adult Language Learning Needs Structure
00:08:37 Using AI to Expand Human Teaching
00:10:06 AI Conversation Tools for Real-Life Practice
00:11:39 How AI Increased Nonprofit Capacity
00:12:54 Why SQA Is Phone-First
00:15:31 Building Partnerships That Support Immigrants
00:18:34 Teaching Real-World Survival Skills
00:22:23 Framing Language Access as Infrastructure
00:24:29 Workforce Retention and Language Investment
00:27:11 Why Confidence Changes Everything

TheNonprofitShow #ArtificialIntelligence

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Nonprofit capital campaign strategy starts long before the ask — it begins with donor trust, board readiness, and a clear business case for growth. Kelly Hill of CASA Heart of Missouri shares how her organization turned a space challenge into a bold campaign to serve more children and strengthen the foster care ecosystem—and what it really takes to lead a capital campaign while still running the daily work of a nonprofit!

CASA Heart of Missouri serves children in foster care through trained volunteer advocates, currently reaching about 60% of the children in need across Boone and Callaway Counties. But as the organization grew, rented space became both limiting and expensive. Kelly and her team asked a defining business question: “What if we did the hard thing now, raise the money to have our own permanent space?”

That question became the foundation for the Building a Brighter Future campaign, a nearly $4.7 million effort to create a permanent home and launch The Clubhouse — a purpose-built space for supervised visits, family meetings, partner collaboration, and child-centered support.

This discussion offers nonprofit leaders a grounded look at capital campaign planning for nonprofits, including feasibility studies, donor readiness, board leadership, case for support development, government funding, individual giving, and the patience required when major gifts move on donor timelines.

Kelly also shares how outside coaching helped sharpen communication with investment-level donors and support long-term fundraising growth beyond the campaign itself. As she notes, “Donors give on their own schedule, they give on their own timeline.”

This episode shows why capital campaigns are not just fundraising projects. They are business decisions that test strategy, culture, relationships, and capacity.

00:00:00 Capital Campaign Strategy for Nonprofits
00:01:04 Meet Kelly Hill of CASA Heart of Missouri
00:03:29 The Clubhouse Vision and Local Service Gaps
00:06:43 Turning a Space Problem Into a Growth Strategy
00:09:40 Building a Strong Case for Support
00:13:42 What a $4.6 Million Campaign Means for a Mid-Sized Nonprofit
00:16:09 Feasibility, Donor Strategy, and Government Funding
00:18:30 Using Outside Coaching to Strengthen Donor Conversations
00:21:59 Patience, Timing, and the Campaign Roller Coaster
00:23:50 Donor Relationships Before the Campaign Begins
00:25:32 Balancing Daily Operations With Capital Campaign Demands
00:28:57 Final Lessons for Nonprofit Leaders

TheNonprofitShow #NonprofitFundraising #CapitalCampaign

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Nonprofit donor database fundraising strategy starts with one powerful idea: your next major opportunity may already be inside your CRM, spreadsheet, or donor history. In this Fundraisers Friday convo, Julia C. Patrick and Tony Beall explore how nonprofits can stop chasing every new dollar and start cultivating the donor relationships they already have with more intention, structure, and business focus.

The duo deliver a thoughtful conversation about donor data, mid-level giving, CRM systems, planned giving, board engagement, and the daily habits that help fundraising teams grow stronger. The message is clear: donor management is not just recordkeeping. It is one of the most valuable revenue tools a nonprofit can build.

As Tony explains, “The way you find gold first starts with the information that you are obtaining and putting into your donor management system.” That means tracking more than gift amounts. Nonprofits should understand donor interests, family connections, hobbies, community roles, board affiliations, loyalty patterns, and giving history. Those details help fundraising teams create better stewardship, identify upgrade opportunities, and protect institutional knowledge when staff transitions happen.

The episode also explores how nonprofits can define mid-level donors based on their own giving portfolio, then create thoughtful cultivation pathways. Tony adds, “Your high-level donors are all about stewardship… For your mid-level donors, it’s about stewardship, but it’s also planting the seeds about how they can elevate their gift.”

Julia and Tony also take on planned giving, donor privacy, board involvement, and the need to protect time for CRM updates and data mining. Their advice is refreshingly operational: schedule the work, respect the data, use donor personas with board members, and treat donor intelligence as a long-term business asset.

For nonprofit leaders, development directors, board members, and fundraising teams, this episode offers a timely reminder: sustainable fundraising growth often begins with better use of the information already in your hands.

TheNonprofitShow #NonprofitFundraising #DonorRetention

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AI for nonprofit staff burnout is becoming one of the most important operational conversations in the sector. This episode explores how nonprofits can use AI to reduce staff burnout, protect institutional knowledge, and build smarter internal systems. Ben Hays of Your Part-Time Controller explains why burnout belongs in boardroom conversations about risk, finance, staffing, and mission sustainability.

Burnout is often treated as an emotional or HR issue, but Ben reframes it as a financial, governance, and risk issue. When nonprofit employees leave, the organization loses more than a person. It loses institutional knowledge, training investment, workflow stability, grant reporting confidence, and often months of productivity.

As Ben explains, “There’s also a financial cost to burnout, which usually doesn’t show up in the financial statements until later down the road.” That hidden cost can affect reimbursements, compliance, reporting timelines, employee morale, and even funder confidence.

This informative conversation moves beyond surface-level wellness talk and into the operational realities nonprofit leaders face every day. Ben encourages executive directors and boards to examine role clarity, priorities, internal systems, onboarding costs, staff training time, and the infrastructure needed to retain people instead of repeatedly replacing them.

AI enters the conversation not as a magic answer, but as a business tool. Used responsibly, AI can reduce repetitive tasks, support first drafts, assist with grant applications, speed up reconciliations, improve communication across departments, and give teams more room for analysis and decision-making.

But Ben is clear: responsible AI starts with policy and training. Nonprofits need guidelines that protect donor data, client information, employee records, and financial confidentiality. “AI is not here to replace humans,” Ben says. “You still need to look it over. You still need to make sure it makes sense.”

00:00:00 Welcome to The Nonprofit Show
00:02:25 Ben Hays and Your Part-Time Controller
00:04:13 Why Burnout Has a Financial Cost
00:06:04 Burnout as a Governance and Risk Issue
00:07:05 Retaining Staff Versus Replacing Staff
00:09:51 How to Calculate the Cost of Turnover
00:11:28 Broken Systems Create Repeat Burnout
00:12:45 Why Outside Assessment Can Help
00:14:10 Building a Culture That Welcomes Feedback
00:18:29 Wellness Programs Are Not Enough
00:19:38 Responsible AI Use Starts With Policy
00:21:27 AI Can Create Time to Think
00:23:42 AI Across Finance, Programs, and Operations
00:25:27 Reframing AI as a Tool, Not a Threat
00:28:28 Final Thoughts on AI, Burnout, and Nonprofit Capacity

TheNonprofitShow #NonprofitAI

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AI in nonprofit fundraising strategy is transforming how organizations operate—but using it incorrectly can damage donor relationships and trust. In this conversation, Katie Gaston of Bloomerang opens the box with practical guidance on how to use AI effectively while avoiding the most common pitfalls.

Nonprofit professionals are increasingly turning to AI tools for donor research, reporting, and communications. The opportunity is clear: faster workflows, better insights, and increased capacity. But as Katie explains, AI is not a replacement for human judgment—it’s a tool to enhance it. “AI should be a supportive arm… but it should never replace your judgment as a fundraiser.”

From donor asks to personalized stewardship, the human connection remains at the core of successful fundraising. AI can prepare you for meetings, surface insights, and even recommend strategies—but it cannot replicate the emotional intelligence required in critical moments.

This episode also addresses key operational risks. Sending AI-generated content without review, relying too heavily on automated insights, and failing to maintain clean data can all create serious challenges. As Katie reminds us, “The quality of your data is what AI will know—garbage in, garbage out.”

You’ll also learn how AI can dramatically improve efficiency—reducing hours of reporting work to minutes—while freeing your team to focus on relationship-building and strategic thinking.

The takeaway? AI isn’t replacing fundraising—it’s redefining how effective fundraisers work.

00:00:00 Introduction to AI in Fundraising
00:03:10 Meet Penny: AI Fundraising Assistant
00:06:00 Why AI Should NOT Make Donor Asks
00:09:00 Reviewing AI Output to Avoid Risk
00:11:30 AI vs. Human Donor Knowledge
00:14:30 Data Quality and CRM Accuracy
00:17:30 Protecting Your Nonprofit Voice
00:22:00 Personalization vs. Automation in Donor Care
00:25:45 Using AI to Save Time and Increase Capacity
00:27:00 How Fast Should Nonprofits Adopt AI?
00:30:00 Final Thoughts on AI Strategy

TheNonprofitShow #NonprofitEfficiency #FundraisingStrategy

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Nonprofit hiring strategy step by step is no longer optional—it’s essential in today’s complex labor market. Katie Warnock, Founder & CEO of Staffing Boutique, shares a practical roadmap to help nonprofit leaders hire smarter, faster, and with better long-term results.

If your NPO is struggling to fill roles, experiencing candidate drop-off, or losing momentum late in the hiring process, this conversation reveals why—and what to do differently.

Katie begins with a foundational truth: hiring success starts before you ever post a job. “It’s kind of like a mishmash of responsibilities… and when hiring, that’s not a good skill set to be efficient.” Clear role definition, department alignment, and realistic expectations are critical to attracting the right candidates.

From there, she walks through how to build a compelling job description, evaluate the psychology of fit, and structure a hiring process that actually moves candidates forward. With hiring cycles now averaging months, nonprofits must eliminate friction—from unclear expectations to inconsistent interview processes.

You’ll also learn why broad job postings fall short. As Katie puts it, “It’s not just putting a general ad on LinkedIn and then… post and pray.” Instead, targeted platforms and sector-specific outreach are key to finding aligned talent.

Finally, the episode addresses one of the most overlooked areas: making the offer. From salary transparency to verbal alignment and negotiation timing, Katie outlines how to close candidates without losing them at the finish line.

For nonprofit leaders, hiring is not just an HR function—it’s a mission-critical business process. The stronger your hiring strategy, the stronger your impact!

00:00:00 Why Nonprofit Hiring Feels Broken
00:02:00 Defining Roles Before You Hire
00:04:00 Writing Job Descriptions That Attract Talent
00:06:00 Psychology of Fit in Nonprofit Roles
00:10:00 Where to Post Jobs (And Where Not To)
00:12:00 Building a Structured Hiring Process
00:15:00 Why Hiring Takes Months Right Now
00:17:30 Scheduling with Boards and Leadership
00:19:30 Structuring Effective Interviews with AI
00:22:00 Reference Checks vs Background Checks
00:27:00 Making the Offer Without Losing Candidates
00:29:30 Final Hiring Strategy Takeaways

TheNonprofitShow #Nonprofithr #NonprofitHiring

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Nonprofit leadership learning culture is no longer a “nice to have”—it is becoming a business necessity for organizations trying to stay functional, aligned, and mission-ready. This episode is about how nonprofit leaders can move beyond one-time training and build a learning culture that improves decision-making, team alignment, board performance, and organizational resilience.

Jeffrey R. Wilcox of Third Sector Company challenges nonprofit leaders to rethink training, leadership development, board education, and organizational learning.

Jeffrey challenges a familiar assumption: that sending one person to a workshop, webinar, or conference automatically creates organizational progress. His message is sharper than that. Learning happens when knowledge changes behavior, improves decisions, and helps people function differently in a changing environment.

As Jeffrey explains, “Learning is something that I know something has occurred to me that has changed the way I look at the world, talk about the world, or function in the world.” That distinction matters for nonprofit CEOs, board members, fundraisers, finance teams, program leaders, and anyone responsible for organizational performance.

The conversation moves into one of the biggest leadership questions facing nonprofits today: how do we keep core functions strong when the way those functions operate has changed so dramatically? Fundraising, finance, governance, technology, staffing, and board leadership still matter—but AI, fractional work, remote teams, digital systems, and generational expectations have changed how the work gets done.

Jeffrey also makes the case for shared learning. Too many organizations develop deep knowledge inside departments while maintaining shallow understanding across the full organization. That creates silos, weakens mission ownership, and slows decision-making. His recommendation: create cross-functional learning experiences, use dashboards to show organizational health, and shift the narrative from “they” to “we.”

“When you’re a leader, the learning process is something you don’t own,” Jeffrey says. “The leader’s role is to facilitate the learning of self and others’ benefit from that.”

For nonprofit professionals, this episode offers a fresh way to think about leadership development, board learning, staff training, and succession readiness. The takeaway is clear: training tells people what to know. Learning helps people discover what to do next.

TheNonprofitShow #NonprofitLeadership #NonprofitTraining

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A strong donor advocacy strategy for nonprofits can turn everyday supporters into ambassadors, connectors, storytellers, and referral builders. In this Fundraisers Friday episode, Julia C. Patrick and Tony Beall explore how nonprofits can move beyond viewing donors only through the lens of dollars — and start building deeper relationships that strengthen fundraising, visibility, and trust.

Tony makes the mindset shift clear: “Your best donor is not necessarily your largest donor.” That one sentence changes the entire conversation. A donor who gives modestly but shares your mission with friends, introduces new supporters, writes a testimonial, hosts a gathering, or speaks with credibility in the community may bring value far beyond the original gift.

Julia and Tony talk through several ways nonprofits can invite donors into advocacy: social media sharing, peer-to-peer fundraising, small parlor events, public testimonials, legislative visits, influencer partnerships, and structured ambassador groups. The opportunity is not only about promotion — it is about relationship-based business development for nonprofit organizations.

This conversation also addresses ownership. Should donor advocacy live with fundraising or marketing? Tony suggests the relationship should remain with development, because fundraisers already own the donor connection. But marketing, PR, and communications should help shape stories, provide messaging, and support campaigns when ambassadors are speaking publicly on behalf of the mission.

Another key takeaway: advocacy will not happen automatically. As Tony says, “The answer is always no if you don’t ask.” Nonprofits need to bring advocacy into donor conversations, define what it can look like, provide tools, and match each donor’s comfort level, influence, and skill set.

The episode also touches on measurement. Advocacy can be tracked through volunteer hours, introductions, referrals, social engagement, testimonials, event hosting, and new donor connections. These activities create real organizational value — and funders, boards, and stakeholders should see that value reported.

For nonprofit leaders, fundraisers, board members, and communications teams, this episode offers a clear reminder: donors are potential champions, ambassadors, and trusted voices who can help expand the mission!

TheNonprofitShow #NonprofitFundraising #DonorEngagement

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UK nonprofit fundraising strategy is changing fast as charities face fewer everyday donors, more competition for trust funding, and growing pressure to build stronger major-donor relationships. In this Global Edition of The Nonprofit Show, Dan Lane, Director of Make Good Happen, brings a clear-eyed view of how philanthropy in the United Kingdom is shifting—and what nonprofit leaders everywhere can learn from it.

Dan joins Julia C. Patrick and Matthew Murray for a business-focused conversation about the fundraising squeeze across England, Scotland, Wales, and Northern Ireland. While donor generosity remains alive, the giving landscape is changing. Dan shares that 49% of people who do not give to charity now say they cannot afford it, creating pressure on regular giving programs and pushing more charities toward trusts, foundations, and high-net-worth donors.

That shift creates major operational questions for nonprofit leaders. How do you define a major donor? How do you build trust when donors are being asked constantly? How much recognition is appropriate? And when does donor influence become a governance risk?

Dan offers a powerful reminder: “If you can’t explain what your charity does simply and quickly to somebody and they don’t get it… you’re going to be at a disadvantage.” For nonprofit executives, fundraisers, and board members, that is not just a communications issue—it is a business strategy issue.

The episode also explores high-net-worth giving, donor stewardship, and the role of CEOs and founders in major-gift conversations. Dan notes, “There are doors that only CEOs or founders can open,” while also recognizing that strong development teams are essential for follow-up, relationship management, and long-term donor confidence.

This conversation is especially useful for nonprofit professionals thinking about fundraising strategy, charity leadership, major donor development, and how global philanthropy trends may influence local fundraising decisions. Whether your organization is large, small, faith-based, community-centered, or internationally focused, this discussion offers useful perspective on clarity, trust, stewardship, and mission protection.

Learn how changing donor behavior in the UK can sharpen your own nonprofit fundraising strategy!

00:00:00 Welcome to The Nonprofit Show Global Edition
00:03:23 Dan Lane and the Work of Make Good Happen
00:05:13 Understanding the UK Fundraising Squeeze
00:07:23 Why Everyday Giving Is Changing
00:08:20 More Competition for Trusts and Foundations
00:09:23 Younger Donors, Generosity, and Limited Resources
00:13:48 High-Net-Worth Giving and Strategy
00:14:33 Why Mission Clarity Drives Donor Confidence
00:16:27 Recognition, Naming Rights, and Donor Motivation
00:19:02 When Donor Power Creates Governance Risk
00:21:49 Why Major Gifts Still Depend on Relationships
00:26:24 The CEO’s Role in Major Donor Fundraising

TheNonprofitShow #Ngos #UKPhilanthropy

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Nonprofit financial management strategy is not just about reports, budgets, or compliance — it’s about giving leaders the right information at the right time to protect mission decisions. Ryan Alexander, Founder of RA Partners and author of ‘Protect Your Mission’, explains why many nonprofit financial challenges are structural, not simply the result of poor discipline.

For nonprofit executives, board members, finance leaders, and department heads, this conversation offers a look at how finance can become a service function that helps the entire organization make stronger decisions. Ryan makes the case that nonprofits do not need more reports just for the sake of reporting. They need useful financial information, delivered in time to shape program decisions, staffing choices, growth plans, and cash flow strategy.

As Ryan says, “The finance team needs to be providing the right information to the right people at the right time.” That shift changes the role of finance from a back-office function into a mission-protection system.

The dialog also explores why budget transparency matters. When department leaders understand their budgets, they become better stewards of resources and stronger partners in organizational accountability. Ryan also explains the danger of confusing hoped-for revenue with committed revenue, especially when grants, donor commitments, and philanthropic funding can shift or delay.

Viewers will learn why forward-looking cash flow planning, reserves, internal controls, and even standby lines of credit can help nonprofits avoid preventable financial stress. The conversation also addresses growth — and why expanding programs without the right finance staffing, systems, controls, and technology can place the organization at risk.

Ryan also offers a grounded perspective on AI in nonprofit finance: “AI is not going to fix underlying issues that exist in terms of structural problems.” Instead, AI should be treated as an accelerant. It can speed up good workflows, but it can also make weak systems fail faster.

For any nonprofit asking how to grow responsibly, manage cash more wisely, or build a finance function that truly supports the business of mission, this episode delivers guidance worth acting on.

00:00:00 Welcome to The Nonprofit Show
00:02:29 Why Nonprofit Financial Problems May Be Structural
00:04:14 Finance as a Service Function
00:05:26 The Right Reports at the Right Time
00:07:50 Why Budget Transparency Builds Better Decisions
00:09:45 Making Financial Information Easier to Use
00:13:20 Accuracy, Timing, and Decision-Ready Data
00:14:12 Cash Flow Planning and Committed Revenue
00:16:43 Reserves, Lines of Credit, and Risk Protection
00:19:40 Why Growth Can Strain Nonprofit Finance
00:23:22 AI as an Accelerant, Not a Fix
00:26:42 The Future of Nonprofit Finance Teams

TheNonprofitShow #NonprofitFinance #NonprofitManagement

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Nonprofit finance technology strategy is entering a new phase—and AI adoption is forcing leaders to rethink how teams operate, learn, and deliver impact.

Broadcast Live from Innovate 2026 in Washington, D.C., Jacqueline Tiso (Founder & CEO, JMT Consulting), Samantha Tiso (VP of Finance, JMT Consulting), and John Tiso (VP of Emerging Markets, JMT Consulting) share what nonprofit leaders are really facing when it comes to technology adoption.

Their dynamic isn’t just personal—it reflects what many nonprofit organizations are navigating right now: different generations, different learning styles, and a shared responsibility to move forward together.

Here’s the reality: nonprofits aren’t resisting innovation—they’re overwhelmed by it. Between daily operational demands and limited resources, the challenge isn’t access to tools—it’s finding the time, capacity, and strategy to use them effectively.

As Jacqueline explains, “Technology is driven by people… people think technology is driving them—but that’s actually not the case.” This shift in mindset is critical. AI isn’t replacing nonprofit professionals—it’s raising the bar for how they work.

Samantha brings it home with a practical warning: “If you don’t take the time to learn, you’re going to get left behind.” For nonprofit leaders, this means building intentional learning time into already full schedules—and treating training as a core operational investment, not a luxury.

And from a leadership standpoint, John Tiso emphasizes a critical skill: patience. As organizations adopt AI and new systems, leaders must create environments where learning curves are expected and supported—not rushed.

The trio also speak to:

Why AI adoption requires time, not just tools

How finance roles are evolving into strategic advisory positions

The importance of patience and personalization in multi-generational teams

Why nonprofit challenges haven’t changed in decades—and how technology can finally help address them

If you’re leading a nonprofit organization, managing finance, or evaluating new technology, this conversation and Innovate 2026 deliver a timely, grounded, and actionable perspective.

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Nonprofit board engagement strategy isn’t about sending more emails or chasing attendance—it’s about building clarity, structure, and purpose into how your board operates.

Katie Spencer, Founder of Zipline Consulting, breaks down why so many nonprofit boards struggle with disengagement—and what leaders can do to fix it. From unclear roles to outdated board structures, the issues are rarely about commitment—they’re about alignment.

As Katie shares, “If it feels like that meeting could have happened without me, then I am not likely to show up to the next one.” That single insight highlights a major challenge: board members disengage when they don’t see how they add value.

This fast-moving convo explores how nonprofit leaders can:

Align board roles with organizational strategy and growth phases

Recruit board members based on specific skills and needs

Replace passive meetings with active, outcome-driven engagement

Build systems that support accountability and long-term continuity

One of the most critical takeaways? The danger of “rubber stamp” boards. As Katie explains, “Every organization with a rubber stamp board will run up against a leadership continuity problem.” Without an engaged and informed board, transitions become risky and disruptive.

Instead, Katie introduces a practical framework built on four pillars: role clarity, defined work plans, strong systems, and a culture of ownership. These elements transform boards from passive participants into strategic assets.

If you’re leading a nonprofit, serving on a board, or preparing for organizational growth, this episode delivers actionable insights to strengthen governance and drive impact.

00:00:00 Introduction to Board Development Challenges
00:04:14 Why Board Apathy Happens
00:05:14 The Real Cost of Disengaged Boards
00:07:11 Creating Safe Space for Board Contribution
00:09:10 Matching Board Structure to Organizational Phase
00:12:09 Who Owns Board Strategy?
00:14:28 The Risk of Rubber Stamp Boards
00:18:48 Recruiting the Right Board Members
00:22:07 The Four Pillars of Board Effectiveness
00:27:00 Building Accountability and Ownership

NonprofitLeadership #BoardDevelopment #TheNonprofitShow

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Nonprofit fundraising event etiquette and strategy can make—or break—your organization’s reputation and donor relationships. In this Fundraisers Friday episode, Julia Patrick and Tony Beall share practical, real-world guidance on how nonprofit professionals should approach events with intention, discipline, and strategic awareness.

From alcohol policies to attire, plus-one considerations to event arrival timing, this conversation goes beyond surface-level advice. It challenges fundraisers to recognize that every action at an event reflects on their organization. As Tony notes, “You are held to a different standard when you are representing your organization.”

The episode also reframes fundraising events as relationship ecosystems, not transactional opportunities. In high-noise, high-energy environments, success isn’t about delivering the perfect pitch—it’s about creating connection. “In a crowded, noisy room… leave them with a feeling,” Tony explains. That emotional connection becomes the bridge to meaningful follow-up.

You’ll also learn:

Why early arrival and post-event positioning create strategic advantages

How to set goals for every event you attend

What to observe and learn from other organizations’ event setups

How to manage donor perception through small behavioral choices

Why guest experience and operational details matter more than you think

If you’re attending events without a clear strategy, you’re missing opportunities to strengthen relationships, elevate your brand, and improve fundraising outcomes.

00:00:00 Welcome to Fundraisers Friday
00:02:00 Why fundraisers are held to a higher standard
00:05:30 Alcohol and professionalism at events
00:08:00 Managing perception in event photography
00:11:00 Dressing with intention and event themes
00:14:00 The hidden cost of attending events
00:16:00 Business cards and preparation
00:17:30 The plus-one challenge and expectations
00:18:30 Navigating noisy rooms and making connections
00:21:30 Best timing: early arrival and exit strategy
00:24:30 Setting goals for event success
00:26:00 Evaluating event logistics and guest experience

TheNonprofitShow #FundraisingStrategy #FundraisersFriday

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Second home donor fundraising strategy is one of the most overlooked opportunities in nonprofit growth today—and it’s costing organizations real revenue. With over 6.5 million second homes in the U.S., nonprofits have access to a donor base that is ready to give… but often ignored or mishandled.

In this continuation conversation, Jeffrey Glebocki, Founder of Strategy Plus Action Philanthropy, shares groundbreaking research into how second homeowners think, give, and engage with nonprofits. The findings challenge common fundraising practices and reveal a major gap between nonprofit assumptions and donor expectations.

One of the clearest takeaways: pressure doesn’t work. As one donor put it, “Guilt is not a good way to ask for a contribution.” Instead, donors want authentic connection, thoughtful outreach, and a sense of belonging in their second-home communities.

This episode highlights how nonprofits are missing opportunities hiding in plain sight—from regular attendees at local organizations to high-capacity donors who are never approached. The lesson is simple but powerful: relationship-first fundraising still wins. “If I know you, if I trust you, and you're involved with this group, I’ll support you.”

You’ll also learn:

Why assumptions about wealth and capacity can shut down giving

How second homeowners actively seek community connection

The importance of personal communication and meaningful follow-up

Why making giving easy (single contributions, trusted intermediaries) increases results

How community foundations are successfully capturing this donor segment

For nonprofit leaders, fundraisers, and community organizations, this is a strategic wake-up call. The opportunity is real—but only for those willing to rethink how they approach donor engagement!!

00:00:00 Introduction and Research Overview
00:03:15 First Study on Second Home Donors Explained
00:08:12 Why Hard-Sell Fundraising Fails
00:11:29 The Danger of Wealth Assumptions
00:14:54 Hidden Donors in Plain Sight
00:18:09 Assumptions vs Real Donor Motivation
00:21:12 Relationship-Based Fundraising Insights
00:23:10 Power of Personal Communication
00:26:29 Missed Opportunities in Donor Stewardship
00:27:33 Making Giving Simple and Scalable
00:29:30 Strategic Opportunity for Nonprofits

NonprofitFundraising #DonorStrategy #TheNonprofitShow

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Nonprofit storytelling strategy for donor engagement starts with clarity—not more content. If your organization is struggling to connect with donors, volunteers, or even your own board, the issue may not be effort—it’s alignment.

In this sparkling conversation, Marivi Bryant, Founder and President of Home Agency, shares how nonprofits can transform storytelling into a strategic business tool that drives engagement, trust, and action. Instead of chasing tactics, she explains why organizations must first define their core pillars and communicate a consistent, authentic message.

“If they don’t understand what you stand for, then it’s very difficult to feel connected to you.” That insight cuts to the heart of a major challenge across the sector—nonprofits are often doing incredible work, but their messaging is fragmented, diluted, or unclear.

Through real-world examples, including a case study involving mission confusion at a well-known organization, Marivi highlights how inconsistent messaging can lead to misunderstanding—even when impact is strong. The solution? Focus, discipline, and a willingness to say no. As she puts it, “We can’t be everything for everyone—we need to figure out what our pillars are.”

This conversation also explores how to:

Use storytelling to strengthen top-of-funnel awareness

Align internal teams and boards around a unified message

Leverage owned channels like email and social media for measurable engagement

Balance data and narrative without losing authenticity

For nonprofit leaders, fundraisers, and marketers, this learning session offers a clear operational takeaway: before you measure impact, before you scale outreach, you must clarify what you stand for!

00:00:00 Introduction to Storytelling Strategy
00:03:30 Why Nonprofits Struggle with Messaging Clarity
00:05:20 The Sales Funnel Applied to Nonprofits
00:06:30 Case Study: Confusion from Poor Messaging
00:08:20 Tactics vs Strategy in Storytelling
00:10:40 Competing in the Attention Economy
00:12:20 Authenticity and Brand Alignment
00:14:40 “Everything for Everyone” Problem
00:17:00 Measuring Engagement with Owned Channels
00:19:00 Aligning Programs Under One Brand
00:21:00 Who Owns Messaging in a Nonprofit?
00:23:00 Internal Communication and Board Alignment

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Nonprofit branding and fundraising strategy are more connected than most organizations realize—and when they’re misaligned, donor retention, staff capacity, and revenue all suffer.

Brianna Pyka, Co-Founder of Brandraise, breaks down how nonprofits can bridge the gap between branding and fundraising to create clarity, build trust, and drive sustainable growth. Instead of treating fundraising as a series of transactions, this conversation reframes it as a long-term relationship strategy rooted in consistent messaging and shared understanding across the organization.

As Brianna explains, “That’s not really a capacity problem—it’s a clarity problem.” When teams, boards, and donors all describe your mission differently, trust erodes and opportunities are lost. But when everyone speaks the same language, fundraising becomes a shared responsibility—not a burden carried by one department.

This lively discussion also challenges a common mindset in the sector: more activity does not equal better results. “Stop making tired people more tired” is a powerful reminder that strategic focus—not volume—is what moves organizations forward. By simplifying messaging, prioritizing key communication channels, and building repeatable systems, nonprofits can reduce burnout while increasing impact.

You’ll also hear why “the ask is not the finish line—it’s a doorway.” What happens after a donor gives determines whether they stay, give again, and bring others with them. This shift from acquisition to relationship-building is where real growth happens.

If your organization feels stuck in a cycle of starting over each year, struggling with donor retention, or overwhelmed by too many competing messages, this episode offers a clear, practical path forward.

00:00:00 Introduction to Branding + Fundraising Alignment
00:02:12 What Is Brandraise and Why It Matters
00:03:13 Fundraising Fatigue vs Messaging Clarity
00:05:03 The Brand and Fundraising Audit Process
00:07:11 “The Ask Is a Doorway” Mindset Shift
00:08:59 Why Donor Follow-Up Fails (and How to Fix It)
00:10:20 Stop Making Busy Teams Burn Out
00:13:30 Leadership Gaps and Fundraising Risk
00:15:47 How Messaging Inconsistency Breaks Trust
00:18:42 Simplifying Complex Nonprofit Messaging
00:21:19 Building Internal Alignment Across Teams
00:23:29 Creating Repeatable Fundraising Systems

NonprofitFundraising #NonprofitStrategy #TheNonprofitShow

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Marie Rodriguez of Active Lotus introduces the G.O.S.T. method—Goal, Objective, Strategy, and Tactic—a simple but powerful framework that helps nonprofits translate mission into measurable action. Instead of reacting to constant crises, organizations can create a shared roadmap that guides daily decisions and long-term growth.

Looking for a nonprofit strategic planning framework that actually drives results—not just another plan sitting on a shelf? This episode breaks down a practical system nonprofit leaders can use immediately to improve alignment, reduce burnout, and execute with clarity.

As Marie explains, “The struggle is alignment… G.O.S.T. bridges that gap by turning mission into measurable action.”

This shift is critical in a sector where passion is abundant—but structure is often missing.

The episode also reframes how nonprofit leaders think about resources. Beyond financial budgets, Marie introduces the concept of an “energy budget”—the limited mental and operational capacity teams have to execute effectively. Without clarity, that energy is drained quickly, leading to burnout and poor decision-making.

You’ll learn how to:

Set measurable goals (not vague intentions)

Align teams around shared priorities

Shift donor strategy from transactional to relational

Build repeatable systems for execution and evaluation

Reduce decision fatigue with a clear strategic filter

Perhaps most importantly, this approach challenges the traditional model of annual strategic planning. Instead, G.O.S.T. becomes a living system, revisited daily and weekly to keep teams focused and agile. As Marie reminds us, “Time is the only resource that is non-renewable.” The question is: are you spending it intentionally?

00:00:00 Introduction to the GOST Method
00:02:33 What Is GOST and Why It Matters
00:04:01 Why Nonprofits Struggle With Alignment
00:05:46 Turning Mission Into Measurable Action
00:07:00 Burnout and the Cost of Poor Planning
00:10:06 Breaking Down Goals and Objectives
00:14:00 Strategy vs Tactics in Nonprofits
00:17:02 Real Example: Donor Retention System
00:18:45 Using GOST to Align Teams and Meetings
00:21:16 How Often Should You Revisit Strategy?
00:24:36 Reducing Decision Fatigue in Leadership
00:26:07 Implementing GOST in Your Organization

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With nearly 100 leaders retiring daily and 30% of nonprofit CEOs expected to step down within five years, organizations must act now. Nonprofit succession planning strategy is no longer optional—it’s essential as leadership turnover accelerates across the sector.

In this Fundraisers Friday discussion, Julia Patrick and Tony Beall explore what this leadership shift means for nonprofit operations, talent development, and long-term sustainability. The conversation goes beyond theory—this is about real-world readiness.

Fundraising professionals are increasingly being tapped for executive roles. Why? As Tony explains, “Development professionals are typically tapped for CEO roles because they already understand the donors, the mission, and the board relationships.” That combination makes them uniquely positioned to step into leadership.

This episode highlights the importance of structured succession planning—from defining roles and responsibilities to building internal leadership pipelines. Julia reinforces the urgency, pointing to sector-wide “brain drain” risks and the operational impact of leadership gaps.

The discussion also tackles a critical mindset shift: investing in staff development even if they eventually leave. As Tony notes, “The sector is going to be stronger because of your investment in this individual, whether they stay with your organization or not.”

You’ll walk away with practical insights on:

Preparing internal candidates for leadership roles

Creating a proactive succession plan

Navigating job transitions strategically

Strengthening your organization through talent investment

This is about more than filling roles—it’s about building resilient organizations that can thrive through change.

00:00:00 Introduction to Leadership Turnover
00:01:00 Why Leadership Retirements Are Increasing
00:03:00 The 30% Nonprofit CEO Retirement Trend
00:05:00 Why Fundraisers Become CEOs
00:08:30 Internal Hiring vs External Search Decisions
00:11:30 Advocating for Your Leadership Path
00:14:00 The Role of Continuous Learning
00:16:00 Navigating Conversations with Leadership
00:19:00 Talent Development vs Staff Turnover
00:23:00 Building a Succession Plan Framework
00:25:00 Planned vs Sudden Leadership Transitions
00:27:00 Honoring Legacy Leaders in Transition

TheNonprofitShow #NonprofitLeadership #SuccessionPlanning

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Nonprofit artisan economic development models are reshaping how organizations approach global impact—and this conversation shows exactly how.

Rebecca Van Bergen, Founder and Executive Director of Nest, shares how her nonprofit built a scalable system supporting artisans across 128 countries by combining business training, ethical sourcing, and strategic partnerships. This isn’t about charity—it’s about building sustainable microenterprises that connect directly to global markets.

At the core is a powerful shift: treating craft not as “supplemental income,” but as a legitimate economic sector. As Rebecca explains, “Nobody saw it as an investable sector… not that it was a massive economic opportunity.” That perception has changed—and nonprofits that recognize this shift can unlock entirely new pathways for impact.

This episode breaks down how Nest operationalizes its model:

A global artisan guild providing free training and business resources

Strategic partnerships with organizations like Environmental Defense Fund and CARE

Ethical supply chain certification that connects artisans to major retailers

A growing focus on resilience, including climate adaptation and recovery tools

But the bigger takeaway is strategic. Nonprofits can no longer operate in silos. Rebecca makes it clear: “No organization can do all of that… how can we work in partnership with others to support people as holistically as we can?”

For nonprofit leaders, this is a blueprint for:

Expanding mission through partnerships

Building scalable program models

Aligning impact with market systems

Responding to global disruptions like climate and supply chain shifts

The future of nonprofit work isn’t just service delivery—it’s ecosystem building. And this conversation shows how to do it.

00:00:00 Introduction and Guest Overview
00:02:30 What Nest Does: Building Artisan Economies
00:06:00 From Social Work to Scalable Nonprofit Model
00:09:00 Overcoming Skepticism: Craft as an Economic Sector
00:13:00 Leadership Evolution and Organizational Growth
00:15:05 Climate Change and Nonprofit Program Adaptation
00:17:00 Rebuilding Community in a Remote Workforce
00:20:00 Scaling Impact Through Global Partnerships
00:22:00 Collaboration vs Competition in Nonprofits
00:25:30 Ethical Supply Chains and Certification Model
00:27:00 Future Vision: Preserving Culture Through Commerce

TheNonprofitShow #NonprofitStrategy #GlobalImpact

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Nonprofit public relations (PR) strategy and messaging clarity are no longer optional—they’re essential to building trust, earning attention, and driving donor action in today’s crowded landscape.

Samantha Flynn, Founder of JuniPR Public Relations, breaks down how nonprofits can move beyond reactive PR and build a proactive communications strategy that actually delivers results. With over 1.8 million nonprofits competing for attention, clarity is what separates organizations that grow from those that get ignored.

“Clarity is a currency,” Flynn explains, emphasizing that donors today are more intentional with their giving. They want to know exactly how their contributions make an impact—and organizations that communicate this clearly are the ones that win.

The conversation goes deeper into one of the most important strategic questions in nonprofit communications: “So what?” Flynn challenges organizations to rethink their announcements, press releases, and updates by focusing on what truly matters to the audience—not just internal milestones.

This episode also tackles a major operational challenge: measuring PR effectiveness. While PR may not offer the same direct metrics as paid advertising, Flynn outlines how nonprofits can track success through audience growth, engagement signals, and downstream marketing impact. As she puts it, PR is “the art in a sea of marketing sciences”—and when done well, it fuels the entire marketing funnel.

You’ll also learn:

Why consistency in communication builds long-term donor trust

How to simplify complex messaging without losing meaning

Why focusing on one primary channel can outperform spreading resources too thin

How PR strengthens your organization before a crisis—not just during one

If your organization struggles to stand out, connect messaging to impact, or justify PR investment, this episode delivers insights to strengthen your communications strategy.

00:00:00 Introduction to Nonprofit PR Strategy
00:02:30 How PR Has Changed for Nonprofits
00:05:20 Why “Clarity Is a Currency” for Donors
00:08:00 Connecting Donations to Specific Impact
00:10:15 The Power of Asking “So What?”
00:13:00 Turning Internal News into Public Value
00:15:00 Messaging That Survives Being Skimmed
00:17:30 Adapting Messaging Across Channels
00:19:00 Focus Strategy: One Channel vs Many
00:20:00 Measuring PR Effectiveness in Nonprofits
00:23:30 Why PR Is First Cut—and Why That’s a Mistake
00:25:00 Building Trust Before a Crisis Happens

TheNonprofitShow #NonprofitPR #NonprofitMarketing

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An effective urgent nonprofit fundraising appeal strategy can drive immediate impact—but only when it’s clear, credible, and authentic.

In this Global Edition of The Nonprofit Show, Matthew Murray (CEO, Expand Consultancy, UK) shares practical insights on how nonprofits can respond to crises with urgency while maintaining donor trust and long-term credibility. From small, time-sensitive needs to global emergencies, this conversation focuses on what actually motivates donors to act—and what causes them to disengage.

One of the biggest takeaways: specificity wins. As Matthew explains, “We need this for this. Can you help?” is far more effective than vague appeals. Donors want to know exactly what their contribution accomplishes—whether it’s funding supplies, feeding families, or solving a defined problem in real time.

The episode also explores the role of data in crisis fundraising. While emotional storytelling still matters, credibility comes from backing it up with real numbers. “Backing up with numbers gives you real credibility,” Matthew notes, emphasizing the importance of using verified, trustworthy data sources.

But urgency comes with risk. Misusing a crisis—or attaching your organization to an issue you’re not directly addressing—can damage trust. Authenticity is non-negotiable. As Matthew puts it, “The most attractive quality in a nonprofit spokesperson…is authenticity.”

Finally, the conversation closes the loop on impact. Donors don’t just want to give—they want to see results. Sharing one clear story or measurable outcome can reinforce trust and deepen engagement.

If your organization is navigating urgent appeals, crisis fundraising, or global donor communication, this episode delivers wisdom you can implement immediately!

00:00:00 Global Edition Introduction
00:04:13 What Defines an Urgent Appeal?
00:05:26 Why Crisis Moments Drive Nonprofit Momentum
00:06:32 Real Example: Small Urgency, Big Impact
00:08:45 Why Specificity Converts Donors
00:10:25 Structuring Donation Levels for Maximum Response
00:13:21 Data vs Emotion in Fundraising Appeals
00:17:52 When Urgent Appeals Break Donor Trust
00:20:05 Authenticity as a Fundraising Advantage
00:22:34 Closing the Loop: Showing Impact to Donors
00:24:28 Using Media and Storytelling During Crisis
00:26:01 Simple, Authentic Communication That Works

TheNonprofitShow #NonprofitFundraising #GlobalPhilanthropy

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Exploring whether nonprofits should pay taxes on business income, examining how revenue sources, competition, and policy gaps are reshaping the sector’s financial landscape.

Nonprofit tax exemption business income is becoming one of the most important—and controversial—issues facing the sector today. As nonprofits generate more revenue through business-like activities, the question is no longer theoretical: should some of that income be taxed?

In this eye-opening conversation, Scott Hodge of Arnold Ventures joins The Nonprofit Show to examine how nonprofit revenue models have evolved—and where the current tax framework may no longer align with reality.

The nonprofit sector now represents $3.6 trillion in total revenue, with approximately $2.8 trillion coming from business-related activities. Yet much of this income remains untaxed. As Scott explains, “We have this enormous… gap in the tax code so that these businesses that are now nonprofits are not paying any tax on their business income.”

This raises real operational and strategic questions for nonprofit leaders. When organizations generate revenue through sponsorships, services, or large-scale operations, where is the line between mission-driven funding and commercial activity?

The discussion also revisits the intent behind the Unrelated Business Income Tax (UBIT) and why it may no longer capture the realities of today’s nonprofit economy. “UBIT has been made so full of holes that it doesn’t capture very much income at all,” Scott notes.

At the same time, the conversation carefully distinguishes between truly charitable organizations—those driven primarily by donations—and large-scale entities operating with minimal philanthropic income. This distinction matters, especially as nonprofits compete not only with for-profit businesses but also with each other for limited donor dollars.

For nonprofit executives, finance leaders, and board members, this episode offers a critical lens on:

Revenue strategy and risk exposure

Policy shifts that could impact operations

The long-term sustainability of tax-exempt status

This isn’t about weakening the sector—it’s about understanding how definitions, funding models, and accountability may evolve in the years ahead.

00:00:00 Introduction: Should Nonprofits Pay Taxes?
00:01:20 The Scale of the Nonprofit Economy
00:04:30 What Counts as “Business Income”?
00:06:45 Real Examples: NCAA, AARP, Hospitals
00:09:20 Understanding UBIT and Its Limitations
00:12:00 Nonprofit Survival vs Business Activity
00:14:10 Defining True Charity vs Commercial Operations
00:16:00 Where Large Nonprofits Blur the Lines
00:20:00 Sector Pressure and Public Perception
00:22:30 Why Policy Change Has Stalled
00:24:00 What Could Trigger Reform?
00:26:00 Final Thoughts: Protecting True Charitable Work

TheNonprofitShow #NonprofitTaxation #NonprofitFinance

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Nonprofit hiring challenges in 2026 are shifting in unexpected ways—and it’s not about a lack of talent. It’s about behavior. In this episode, we explore how “job hugging” is reshaping the nonprofit workforce and slowing hiring across the sector.

Dana Scurlock, Managing Director at Staffing Boutique, breaks down a growing trend where nonprofit professionals are choosing stability over opportunity. Rather than pursuing new roles or promotions, many are holding tightly to their current positions due to uncertainty in funding, policy changes, and broader economic pressures.

As Dana explains, “It’s not for lack of candidates—it’s for lack of candidate interest in moving jobs.” This shift has major implications for nonprofit leaders trying to fill roles, build teams, and drive innovation.

The result? Hiring pipelines are shrinking, searches are taking longer, and organizations are competing harder for fewer willing candidates. Even when strong candidates exist, they must be “courted” out of stable roles—raising the stakes for hiring processes and organizational reputation.

But the impact goes deeper. Job hugging isn’t just slowing hiring—it’s also affecting internal culture. Reduced mobility, fewer promotions, and fear-driven decision-making can limit innovation and stall organizational progress.

Dana also highlights a critical shift in candidate priorities: “More than anything, candidates want to be somewhere stable where they can grow and be set up for success.” For nonprofit leaders, this means rethinking how roles are positioned, how hiring is conducted, and how stability is communicated.

If your organization is struggling to fill roles, retain talent, or maintain momentum, this conversation offers practical insight into what’s really happening—and what you can do about it.

00:00:00 Introduction to Job Hugging
00:01:10 What Is Job Hugging?
00:03:30 Why the Nonprofit Job Market Is Shifting
00:06:40 How Uncertainty Impacts Career Decisions
00:09:10 Why Hiring Pipelines Are Slowing Down
00:12:00 Internal Job Hugging and Career Stagnation
00:14:50 Impact on Innovation and Organizational Growth
00:17:10 What Nonprofits Should Watch For
00:19:00 What Candidates Want Now: Stability Over Salary
00:21:30 Risk Aversion and Workforce Behavior
00:24:00 How Long Will This Trend Last?
00:25:40 What Leaders Can Do Right Now

TheNonprofitShow #Nonprofitmanagement #NonprofitHiring

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Nonprofit succession planning strategy isn’t just a governance exercise—it’s a core risk management function that directly impacts mission delivery. Joan Brown (Third Sector Company) and Erick Seelbach break down how nonprofits can proactively prepare for leadership transitions without creating fear or disruption.

Too often, succession planning is treated as a reactive process—something triggered by a resignation or crisis. But as Joan explains, “A succession plan is a set of shared understandings and activities…that ensures we have the right people in the right places to deliver on our mission.” When embedded into organizational culture, succession planning becomes a stabilizing force—not a threatening one.

This important convo draws a clear distinction between succession planning and transition planning—two concepts frequently confused but critically different. Succession planning focuses on long-term leadership continuity across the organization, while transition planning addresses the tactical steps when a specific role changes hands.

The reality is sobering: fewer than 35% of nonprofits have a formal succession plan, and only 13% have plans for board leadership. At the same time, 86% of executive directors report they would leave for better professional development opportunities. That combination creates significant organizational vulnerability.

Erick emphasizes the importance of shifting mindset: “We make better decisions when we’re not in the emotional response to a crisis.” By integrating succession planning into performance reviews, strategic planning, and talent development, nonprofits can reduce risk while strengthening retention.

Key takeaways include:

Why succession planning should be position-based, not person-based

How to build an emergency leadership plan immediately

The role of professional development in retaining top talent

How to align succession planning with strategic goals

This is not about replacing people—it’s about protecting your mission!

00:00:00 Introduction to Succession Planning
00:02:00 What Is a Nonprofit Succession Plan?
00:03:15 Should Succession Planning Be Transparent?
00:04:40 Position-Based vs Person-Based Planning
00:06:00 Overcoming Fear in Leadership Planning
00:07:00 Succession Planning as Risk Management
00:09:10 Succession vs Transition Planning Explained
00:10:30 Building Transition Plans for Every Role
00:12:00 Connecting Talent Development to Succession
00:14:00 Why Leaders Leave: The Professional Development Gap
00:16:00 What Goes Inside a Succession Plan
00:20:00 How to Start Without Overwhelming Your Team
00:24:00 Emergency Planning and Interim Leadership

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Nonprofit accounting system redesign is the key to unlocking faster reporting, clearer insights, and stronger decision-making across your organization. If your team is struggling to pull reports, track grants, or explain financial impact, this conversation will challenge how you think about your systems.

In this episode, Christine Chacko from Your Part-Time Controller explains why many nonprofit accounting systems fail—not because of the software, but because of how they are structured. When data is difficult to access or requires manual work outside the system, it signals a deeper design issue that limits your organization’s ability to operate effectively.

As Christine shares, “If it is difficult to get the data and the reports that you need out of your accounting system, it’s time for a redesign.” That redesign is not just a finance exercise—it’s a strategic, organization-wide initiative that impacts programs, fundraising, and leadership decisions.

This discussion highlights how poor system design prevents nonprofits from telling their financial story and demonstrating impact. When reporting is fragmented, teams rely on assumptions instead of data. But when systems are designed correctly, organizations can achieve near “one-click reporting,” giving leaders immediate visibility into program performance, funding streams, and financial health.

Equally important, this episode emphasizes that technology alone is not the solution. “Slapping an app” onto a broken process will not fix communication gaps or unclear goals. Instead, nonprofits must start with clear objectives—reducing manual work, improving reporting, and building systems that scale with growth.

This is a practical, business-focused conversation about aligning finance, programs, and development teams around shared data and shared outcomes. When done right, your accounting system becomes a strategic asset—not a daily frustration!

00:00:00 Introduction to System Design in Nonprofits
00:03:00 Tech-Forward but Human-Centered Finance
00:04:00 What Is an Accounting System Redesign?
00:05:30 Why Poor Systems Kill Reporting and Insight
00:07:30 Data Challenges and Decision-Making Gaps
00:10:00 Setting Goals Before Changing Systems
00:12:00 Reducing Manual Work and Improving Reporting
00:14:00 Breaking Down Silos Across Teams
00:16:00 Why Technology Alone Doesn’t Fix Processes
00:18:00 Good vs Poor Accounting System Design
00:21:00 When and How to Implement a Redesign
00:23:00 Planning, Buy-In, and Organizational Readiness

TheNonprofitShow #NonprofitFinance

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Nonprofit volunteer management strategy is no longer about filling shifts—it’s about building long-term supporters who fuel your mission. Let’s see how nonprofits can turn volunteer engagement into a long-term donor pipeline through smarter systems, timing, and strategy.

In this episode, Chloe Boonstra of Bloomerang breaks down how nonprofits can rethink volunteer engagement as a strategic growth engine rather than a transactional activity. Instead of focusing on short-term staffing needs, organizations must design systems that turn initial interest into sustained commitment.

As Chloe explains, “We want to get away from the mindset of just filling a shift… and instead set the tone for a long-term partnership.” That shift in thinking unlocks new opportunities—not only for retention, but for deeper engagement across your entire organization.

A major barrier? Friction. Complicated onboarding processes, excessive paperwork, and disconnected systems all reduce participation. This episode highlights how tools like volunteer portals can streamline engagement, reduce administrative burden, and improve the experience for both staff and volunteers.

But the real opportunity lies in connecting volunteer and donor data. Too often, these systems operate in silos. Chloe challenges that thinking with a powerful insight: “A donor and a volunteer is the same person—they’re just speaking a different language of generosity.”

You’ll learn:

How to design a volunteer onboarding process that increases retention

Why simplicity drives participation and repeat engagement

When and how to introduce giving opportunities to volunteers

How to identify “peak moments” for deeper engagement

Why integrating CRM and volunteer systems is critical for growth

This conversation reframes volunteerism as a core business strategy—one that drives loyalty, engagement, and long-term sustainability.

00:00:00 Volunteer Strategy vs Filling Shifts
00:05:00 Why Mindset Drives Volunteer Retention
00:07:00 How Portals Improve Volunteer Experience
00:09:00 Eliminating Friction in Onboarding
00:11:30 Turning One-Time Volunteers Into Repeat Supporters
00:14:30 What Data Should You Collect From Volunteers
00:16:00 Volunteer-to-Donor Conversion Strategy
00:18:00 Breaking Down Organizational Silos
00:20:30 Creating a Full Engagement Lifecycle
00:23:00 Using Data to Identify Engagement Timing

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Nonprofit people management strategy is often overlooked—but it may be the single biggest driver of organizational success, staff retention, and mission impact. Allison Wyatt, Founder and CEO of Agility Talent Partners, breaks down how nonprofits can build stronger teams by investing in intentional people systems.

Most nonprofit budgets are heavily weighted toward staff, yet many organizations lack a clear strategy for managing and developing their people. As Allison explains, “To not have a strategy behind that… seems just irresponsible.” Without strong management, organizations face hidden costs—high turnover, stalled growth, poor performance, and even major financial loss.

Through real-world examples, Allison highlights the risk of underinvesting in leadership development. One organization lost $1.8 million due to a failed leadership transition—something that could have been mitigated with a relatively modest investment in succession planning.

The conversation also explores practical, actionable strategies for nonprofit leaders. Strong management doesn’t require complex systems—it requires consistency. Clear expectations, ongoing feedback, and coaching create a culture where staff feel accountable, supported, and motivated to grow. As Allison puts it, “Your staff want a coach… someone to model success and help them move to the next level.”

In today’s evolving workforce—remote environments, multiple generations, and resource constraints—building trust is more critical than ever. This episode outlines how leaders can deliver effective feedback, foster psychological safety, and shift from reactive management to proactive development.

For nonprofit executives, board members, and managers, this is a must-watch conversation about aligning people strategy with mission delivery. Because when your team performs better, your impact grows.

00:00:00 Introduction and Staffing Challenges
00:04:00 Hidden Costs of Weak Management
00:06:00 Why People Strategy Is a Business Strategy
00:07:00 $1.8M Lesson: The Cost of No Succession Plan
00:08:15 What Great Management Actually Looks Like
00:10:45 Why Staff Growth Gets Stalled
00:12:20 Managing Across Generations and Remote Work
00:13:40 Building Trust Through Honest Feedback
00:16:10 The Time vs. Investment Trap in Management
00:18:25 Small Steps to Build Stronger Teams
00:21:20 How Long Culture Change Really Takes
00:23:50 Leadership Buy-In and System Alignment
00:27:00 When to Bring in External Expertise

TheNonprofitShow #nonprofitstaffing #NonprofitManagement

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Looking to build a nonprofit strategic planning framework that delivers real results? This episode delivers a practical blueprint for nonprofit leaders to build strategy, avoid mission drift, and drive measurable impact through disciplined, business-minded operations.

Dawn S. Reese, CEO of The Wooden Floor, shares how her organization integrates empathy, data, and long-term vision into a scalable nonprofit strategy. By combining arts education, academic support, and family services, her team has achieved a 100% college enrollment rate among graduates—proof that intentional strategy leads to measurable outcomes.

Dawn emphasizes a powerful leadership mindset: “I lead with empathy… not as a soft skill, but as a hard skill.” This perspective drives everything from program design to strategic planning, ensuring that decisions are grounded in real community needs.

At the core of their success is a clearly defined theory of change, which Dawn describes as the nonprofit equivalent of a business plan. It aligns staff, board members, funders, and stakeholders around a shared vision while guiding execution and measurement. As she explains, “Nonprofits are businesses. They don’t run like a business—they are a business.”

This conversation highlights practical strategies nonprofit leaders can apply immediately:

Building a long-term strategic vision while adapting in real time

Using data and feedback loops to refine programs

Avoiding mission drift through disciplined decision-making

Structuring programs for measurable, scalable impact

Communicating outcomes differently to funders vs. community stakeholders

If you’re leading or growing a nonprofit, this episode challenges you to rethink how strategy, leadership, and execution come together to drive sustainable success.

00:00:00 Introduction to Strategy, Youth & Mental Health
00:02:55 A Masterclass in Nonprofit Messaging
00:07:30 Leading with Empathy as a Strategic Skill
00:09:40 Building a 10-Year Strategic Vision
00:12:00 Mission-Driven, Business-Minded Organizations
00:14:10 What Is a Theory of Change?
00:17:10 Avoiding Mission Drift with Strategic Discipline
00:19:50 Scaling Programs Through Data and Partnerships
00:22:00 How to Get Donors to Care (Storytelling Strategy)
00:24:10 Aligning Students, Parents, and Staff for Success
00:27:00 Final Leadership Lessons for Nonprofits

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A practical breakdown of how nonprofits build grant-ready systems, manage pipelines, and improve funding success in a competitive environment. Nonprofit grant strategy isn’t about chasing funding—it’s about building a system that consistently delivers results. In this discussion, Sarah Clarke of Impact Funding Solutions shares how organizations can become truly grant-ready, manage long-term pipelines, and improve their approval rates in an increasingly competitive funding environment.

Many nonprofits assume that writing a strong application is enough—but Sarah challenges that mindset. Success starts long before submission. Financial transparency, aligned reporting, and clear program budgets all play a critical role in establishing credibility with funders. As she explains, “What a potential funder wants to see is financial transparency and accountability.” Without that foundation, even strong missions can struggle to secure funding.

This conversation also reframes expectations around grant success. With approval rates often hovering around 20%, nonprofits must shift from a one-off application mindset to a pipeline-driven strategy. “Grants aren’t a fast financial fix—they’re a long-term overall grant strategy,” Sarah notes. That means building a system where multiple applications are in motion at different stages, ensuring consistent opportunity over time. Beyond strategy, Sarah highlights the operational side of grants—what it really takes to manage them effectively. From maintaining a centralized grant toolkit to tracking deadlines, managing portals, and handling post-grant reporting, grant management is far more than writing proposals. It’s an ongoing operational discipline that requires structure, consistency, and accountability.

Whether you’re just starting or refining your approach, the message is clear: organizations that invest in readiness, systems, and stewardship will outperform those relying on effort alone.

00:00:00 Why Nonprofits Need a Grant Strategy
00:03:00 What “Grant Ready” Really Means
00:05:00 Financial Transparency and 990 Alignment
00:07:20 Budgeting for Grant Success
00:10:10 Structuring Program-Based Budgets
00:12:30 Understanding the Grant Lifecycle
00:14:00 Building a Grant Pipeline System
00:15:00 What Grant Management Actually Includes
00:18:00 Post-Grant Reporting and Stewardship
00:20:10 Realistic Grant Win Rates (20% Reality)
00:23:00 Building Relationships in a Portal-Driven World
00:26:00 Final Advice: Systems Over Short-Term Wins

NonprofitStrategy #GrantWriting #TheNonprofitShow

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Nonprofit leadership coaching ROI isn’t about feel-good conversations—it’s about measurable performance, accountability, and organizational alignment that drives real results.

In this powerful conversation, Wendy F. Adams, CFRE and CEO of Cultivate for Good, breaks down what coaching actually delivers for nonprofit leaders—and why many organizations misunderstand its value. From executive directors to development leaders, coaching is not a luxury—it’s a strategic tool for improving leadership effectiveness and organizational outcomes.

Wendy emphasizes that leadership is the starting point for all impact: “Where the leader goes, there goes the organization.” Without alignment at the top, teams stall, cultures fracture, and missions drift. Coaching helps leaders identify blind spots, clarify priorities, and move from insight to action.

One of the most compelling ideas in this discussion is the need to “name the elephant.” Avoiding hard truths slows progress and limits growth. As Wendy explains, “Honesty is the price of transformation.” Without it, coaching becomes conversation—not change.

This episode also challenges a common assumption: coaching is not therapy or a sounding board. While reflection plays a role, real coaching demands accountability, structure, and execution. Leaders must commit to consistent action between sessions—because insight alone doesn’t move organizations forward.

You’ll also gain practical guidance on how to structure coaching:

Ideal engagement length (6–12 months)

Frequency (twice monthly)

Investment expectations (~$2,500/month)

When boards should initiate coaching

For nonprofit executives, board members, and HR leaders, this conversation reframes coaching as a business decision—one that directly impacts performance, culture, and long-term sustainability. If you’re serious about leadership growth, team alignment, and measurable results, this is a must-watch.

00:00:00 Coaching ROI for Nonprofit Leaders
00:03:04 Why Leadership Alignment Drives Everything
00:06:07 Naming the “Elephant” in Leadership
00:09:13 Clarity vs Chemistry in Coaching
00:11:14 Coaching vs Loneliness in Leadership
00:13:47 Honesty and Transformation in Leadership
00:15:42 High Support + High Accountability Model
00:18:38 Insight vs Action in Nonprofit Growth
00:22:22 Coaching Across Boards and Teams
00:26:19 Structuring Coaching Engagements
00:28:12 Investment and ROI Expectations

TheNonprofitShow #NonprofitLeadership #ExecutiveCoaching

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This motivating conversation challenges fundraisers to keep pace with rapid shifts in donor expectations, technology, and data-driven decision-making. It explores how professional development, transparency, and modern strategies are essential for long-term nonprofit success.

Nonprofit fundraising professional development strategies are no longer optional—they are essential for staying competitive in a rapidly evolving sector. Julia Patrick and Tony Beall explore what it truly means to “keep up” in modern fundraising. The conversation centers on a major shift: moving from transactional, emotion-led fundraising to relationship-driven, data-informed strategy. As Tony explains, success today requires fundraisers to embrace transparency, continuous learning, and new tools that strengthen donor relationships. “You have to know the data, understand the data, capture the data, and analyze the data… to have meaningful conversations around true impact.”

This episode also tackles a growing divide across the sector—organizations that are still operating on spreadsheets versus those investing in technology, AI, and modern workflows. Julia highlights the urgency: nonprofits must lean into innovation or risk falling behind in an increasingly competitive philanthropic landscape. Equally important is the human side of fundraising leadership. From overcoming imposter syndrome to building authentic confidence in boardroom conversations, Tony reminds professionals: “If you walk into a room as your authentic self, you’ll never be an imposter.”

The discussion reinforces that professional development doesn’t require massive time commitments. Micro-learning, peer communities, and ongoing education can drive meaningful growth without overwhelming already stretched teams. For nonprofit leaders, fundraisers, and executives, this episode delivers a clear message: staying current is not about starting over—it’s about evolving your approach, strengthening your skills, and aligning with how donors think today.

00:00:00 Opening and Fundraisers Friday Context
00:02:30 The Shift to Relationship-Driven Fundraising
00:04:00 Donor Transparency and Trust Evolution
00:07:50 Technology Divide in Nonprofits
00:09:30 Micro-Learning and Professional Development
00:12:30 Data vs Emotion in Fundraising Strategy
00:16:00 Next-Gen Donors and Metrics Expectations
00:19:00 Board Engagement and Fundraising Culture
00:22:30 Authentic Leadership and Confidence
00:24:30 Overcoming Imposter Syndrome
00:25:30 Building Skills Through Continuous Learning
00:28:30 Final Thoughts: Why Keeping Up Matters

TheNonprofitShow #FundraisingStrategy

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How nonprofits can use data for decision making starts with a simple shift: recognizing that data is just information you already have. Dr. T’Ping Westbrook and Dr. Allison K. Holmes break down how nonprofit leaders can move from confusion to clarity by using data as a strategic tool—not a reporting burden.

For many organizations, data feels overwhelming, technical, or even intimidating. But as Dr. Westbrook explains, “Data is information. If you have information, you have data.” This powerful reframe removes the barrier and puts nonprofits back in control of their decision-making.

The conversation challenges a common mistake across the sector—collecting data primarily to satisfy funders instead of strengthening internal strategy. Instead, the duo emphasize starting with a critical question: what information do you actually need to run your organization effectively?

From there, nonprofit leaders can begin building a data-driven culture grounded in clarity, shared language, and purpose. Organizations that succeed in this space align their teams around a common understanding of their work, ensuring that data is accessible, relevant, and actionable across departments.

Dr. Holmes highlights the importance of intentional use: data should guide strategy, inform program improvements, and support proactive planning—not just check compliance boxes. When used correctly, data becomes a tool for empowerment rather than pressure.

The episode also introduces a practical framework for evaluating data quality. As Dr. Westbrook shares, “You need the right information at the right time for the right people.” If your data isn’t useful, accessible, or aligned with your mission, it’s not serving your organization.

Ultimately, this conversation positions data as a leadership tool—one that connects mission, operations, and outcomes to drive real impact.

00:00:00 Introduction to Data Party
00:02:30 Why nonprofits struggle with “data”
00:05:00 Reframing data as everyday information
00:07:00 The danger of disconnected data collection
00:09:00 Shifting mindset: data as a tool, not a burden
00:12:00 What makes data “good” for nonprofits
00:15:00 Funder expectations vs internal strategy
00:17:00 Using data to guide decisions and programs
00:20:00 Aligning teams with shared data language
00:24:00 Building a data-driven nonprofit culture
00:26:00 Proactive vs reactive data strategy
00:27:30 Final insights and leadership takeaways

NonprofitDataManagement #DataDrivenNonprofits #TheNonprofitShow

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This episode explores how nonprofits can fix fragmented data systems by centralizing information, improving reporting, and building scalable infrastructure that supports growth and better decision-making. A strong nonprofit data management strategy is no longer optional—it’s essential for scaling impact, improving reporting, and saving valuable staff time.

Cherry Yang, CEO of Claribase and an award-winning Airtable consultant, shares how nonprofits can move from fragmented systems and spreadsheet overload to centralized, scalable data operations. If your team is constantly switching tools, copying and pasting data, or struggling to produce reports, this conversation offers a clear path forward.

Cherry explains why most nonprofit systems fail: they operate in silos. Fundraising platforms, program data, financial tools, and spreadsheets often live separately—creating inefficiencies and increasing risk. As she notes, “People end up doing a lot of copy and pasting… and it just doesn’t work. It’s not efficient, and people waste so much time.”

Instead, she advocates for centralized data systems that connect teams, automate workflows, and provide real-time dashboards for leadership. With the right structure, nonprofits can eliminate manual processes, reduce errors, and give decision-makers immediate access to insights.

The business impact is significant. One organization Cherry worked with grew from 2 to 25 staff members in five years—largely because they could clearly report outcomes and secure funding through strong data practices. As Cherry puts it, “It’s all about setting the organization up for scale… so leadership can get data at their fingertips.”

This episode also addresses:

• How data fragmentation creates operational drag
• Why dashboards are critical for leadership and grant reporting
• How to structure training across different roles
• The connection between data systems and organizational growth

If your nonprofit is ready to operate more efficiently and grow with confidence, this is a must-watch.

00:00:00 Introduction to nonprofit data challenges
00:02:00 What a nonprofit data strategy really means
00:05:05 Why nonprofit systems fail in silos
00:06:45 The hidden cost of copy-and-paste workflows
00:10:15 Real-world example: event and speaker data chaos
00:11:30 Centralizing systems with automation
00:14:00 Training teams for data success
00:16:30 Leadership dashboards and self-serve reporting
00:21:30 How dashboards improve grant reporting
00:22:20 Case study: scaling from 2 to 25 staff
00:24:30 Expanding data systems into finance and grants
00:27:30 Where to start: data health check and next steps

NonprofitData #NonprofitLeadership #TheNonprofitShow

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Nonprofit payroll compliance strategies are no longer optional—they are essential for managing risk, retaining talent, and maintaining funder trust. In this learning session, Jeff Griffin of ADP and Dr. Stephanie Rose-Belcher of JMT Consulting walk through the most critical payroll issues nonprofit leaders must get right today.

From worker classification to grant-funded payroll tracking, the conversation highlights how payroll decisions impact everything from compliance exposure to financial transparency. As Jeff Griffin explains, “If you get this wrong, you're on the radar of some pretty important agencies—IRS, Department of Labor, EEOC.” Misclassification doesn’t just create regulatory risk—it affects fairness, tax obligations, and employee protections.

The discussion also explores how nonprofits can better align payroll systems with funding requirements. With increasing pressure from funders to demonstrate accountability, organizations must track time, allocate labor across grants, and generate accurate reports. A connected technology ecosystem becomes critical—not just for compliance, but for future funding conversations.

Another emerging strategy? Earned Wage Access (EWA). This innovative approach gives employees access to wages before payday, helping nonprofits improve retention without increasing compensation costs. As Stephanie Rose-Belcher notes, it’s a practical way to support mission-critical staff when budgets are tight.

Finally, the episode dives into how AI is transforming payroll operations. From identifying anomalies to providing real-time employee insights, AI is reducing manual work and enabling finance teams to focus on higher-level strategy. “We now give that back office professional the ability to be strategic in their time,” Stephanie shares.

This is a must-watch conversation for nonprofit executives, finance leaders, and operations teams looking to reduce risk, improve efficiency, and build stronger organizations through smarter payroll strategies.

00:00:00 Introduction to Nonprofit Payroll Risks
00:03:00 What ADP and JMT Bring to Nonprofit Finance
00:06:10 Worker Classification and Compliance Exposure
00:11:10 Grant Payroll Tracking and Transparency Challenges
00:15:00 Earned Wage Access and Employee Retention
00:19:25 Why Payroll Strategy Impacts Turnover
00:20:30 AI in Payroll: Detecting Errors and Anomalies
00:24:00 From Manual Tasks to Strategic Finance Leadership
00:27:10 Innovate Conference and Finance Leadership Trends
00:30:00 Final Takeaways for Nonprofit Leaders

TheNonprofitShow #NonprofitFinance #PayrollCompliance

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Exploring how nonprofits can build a seamless donor journey strategy by integrating earned revenue, audience experience, and long-term philanthropic engagement. A strong nonprofit donor journey strategy connects every touchpoint—from first interaction to long-term giving. Dr. Jonathon Scott Crider of Fox Tucson Theatre shares how integrating earned revenue, audience experience, and philanthropy can transform financial sustainability for nonprofits.

For organizations balancing mission delivery with revenue realities, this conversation highlights a critical truth: “This organization has to sell tickets in order to fulfill its mission.” Ticket sales drive engagement, but they are only the beginning. The real opportunity lies in what happens next.

Jonathon outlines how his team manages the full continuum—from awareness to ticket purchase, live experience, and ultimately donor cultivation. Rather than separating marketing and development, they treat every attendee as a potential long-term supporter. This unified approach allows them to grow both earned and contributed revenue simultaneously.

One of the most powerful takeaways challenges traditional fundraising assumptions. Many nonprofits focus heavily on high-capacity donors, but Jonathon emphasizes that loyalty may be the most overlooked asset: “You’re leaving money on the table when you’re not talking to people who’ve just been loyal to you.” Consistent, modest donors often represent strong planned giving prospects because of their sustained connection to the mission.

The episode also introduces practical strategies like identifying “super fans”—high-frequency participants who can become key donors—and aligning programming decisions with sponsorship opportunities. By connecting experiences directly to funding, nonprofits can create a more predictable and engaged revenue model.

For nonprofit leaders, this conversation reinforces a critical operational mindset: every interaction is part of the donor journey. When organizations intentionally design that journey, they unlock deeper engagement, stronger loyalty, and more sustainable growth.

00:00:00 Introduction to Historic Venues & Fundraising
00:02:20 The Fox Theatre Story and Mission
00:06:20 Rise, Decline, and Restoration Strategy
00:11:45 Post-Pandemic Growth and Revenue Expansion
00:12:40 Why Ticket Sales Drive Mission Delivery
00:14:10 Managing the Full Donor Journey
00:16:00 Engaging New and Younger Audiences
00:18:10 Experience as a Fundraising Strategy
00:20:30 Sponsorships and Revenue Alignment
00:22:30 Red Carpet Legacy Society Explained
00:24:00 Loyalty vs High-Dollar Donors
00:25:10 Super Fans as Donor Pipeline

TheNonprofitShow #NonprofitStrategy #Fundraising

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The nonprofit development assistant role responsibilities are often misunderstood—but getting this position right can dramatically increase fundraising results and operational efficiency.

In this Fundraisers Friday episode, Julia Patrick and Tony Beall break down why this role is not just administrative support—but a strategic investment that frees your fundraising team to focus on revenue generation, donor relationships, and long-term growth.

As Tony explains, “Nonprofit fundraising professionals need to have the bandwidth to be away from their desk… making connections and stewarding relationships.” Without that support, highly paid development leaders end up doing low-value administrative work—limiting your organization’s return on investment.

This conversation dives into the real responsibilities behind the role, including donor database management, acknowledgments, reporting, event coordination, CRM oversight, and campaign support. These are not small tasks—they are the operational backbone of effective fundraising.

Julia highlights a critical mindset shift: “Even just opening your heart and your mind to having this support might be a little bit of a challenge.” Many organizations—and even development professionals—struggle to delegate, which creates bottlenecks and slows growth.

You’ll also learn:

• When a nonprofit should consider hiring a development assistant
• How to structure the role (full-time, part-time, or shared)
• Why customer service skills are essential in fundraising operations
• How this role supports donor experience and retention
• Career pathways and talent pipelines (including interns and volunteers)

Most importantly, this episode challenges nonprofit leaders to think in terms of time value and ROI—are your highest-paid fundraisers doing the work that actually drives revenue?

If your organization is serious about scaling fundraising and improving efficiency, this is a conversation you need to hear.

00:00:00 Introduction to Development Assistant Role
00:04:30 Why This Role Is a Strategic Investment
00:06:00 Time Value: Fundraisers vs Administrative Tasks
00:08:10 Core Responsibilities Explained
00:10:00 Delegation Challenges in Nonprofit Teams
00:11:00 Modern Fundraising vs Traditional Admin Work
00:13:00 Key Traits: Customer Service + Project Management
00:14:30 Where to Find the Right Talent
00:16:10 Volunteers vs Paid Roles: What Works
00:18:30 Reporting Structure and Team Integration
00:20:00 Real Example: Post-Networking Follow-Up Workflow
00:21:40 Career Path and Growth Opportunities
00:26:30 ROI Thinking: Start Part-Time and Scale

TheNonprofitShow #NonprofitLeadership #FundraisingStrategy

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If your nonprofit’s strategic plan is sitting on a shelf instead of driving results, this conversation is your wake-up call. Dylan Bassett, Principal and Founder of Department 1 Solutions, challenges a deeply ingrained habit across the sector: setting ambitious goals without first understanding operational capacity.

Dylan makes it clear—most nonprofit plans fail not because of poor intentions, but because they are disconnected from the realities of staff bandwidth, systems, and workflows. As he explains, “A lot of nonprofit strategic plans are too big for the team that’s executing them.” That disconnect creates frustration, burnout, and ultimately stalled progress.

Instead of starting with lofty goals, Dylan urges organizations to flip the model. Begin by assessing what your team and technology can actually support today. Then identify the gap between current capacity and future ambitions. That gap becomes the real work—where systems, processes, and people must align.

A major takeaway? Many nonprofits already have the tools they need but are underutilizing them. Rather than rushing to purchase new platforms, leaders should first evaluate how existing systems can be better configured and adopted. This approach not only saves money but also strengthens internal efficiency.

Dylan also emphasizes turning strategy into a daily habit. By breaking large goals into smaller, measurable actions, organizations can maintain momentum, build team confidence, and create regular opportunities for progress. As he shares, “The success of success is the sum of small efforts repeated day in and day out.”

This is more than a planning conversation—it’s a call to rethink how your organization operates. Bring your team into the process. Align your tools with your workflows. And most importantly, create a roadmap that your staff can actually execute.

If your nonprofit is ready to move from planning to performance, this episode is your next step.

00:00:00 Opening and Guest Introduction
00:01:05 Why Strategic Plans Often Fail
00:03:13 Technology Challenges in Nonprofits
00:05:04 The Gap Between Vision and Capacity
00:07:39 Defining Capacity Before Setting Goals
00:10:47 Auditing Your Existing Systems
00:13:18 Are Nonprofits Using Tech Effectively
00:16:04 Technology as a Long Term Commitment
00:18:02 Turning Strategy Into Daily Practice
00:21:00 Building Momentum Through Small Wins
00:26:22 Staff Buy In and Adapting Plans
00:29:02 Final Takeaways on Clarity and Execution

TheNonprofitShow #NonprofitStrategy #OperationalExcellence

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A sophisticated and deeply reflective conversation on the science behind donor decision-making. Drawing from neuroscience and behavioral research, Cherian Koshy reframes fundraising not as persuasion, but as understanding—an evolution that has profound implications for the business of nonprofits.

Cherian shares his own journey into fundraising, describing how early trial-and-error efforts led him to question a fundamental issue: why do donors give? That curiosity sparked a deeper exploration into human behavior, ultimately revealing that giving is not driven primarily by logic, but by emotion. As he explains, “We make the emotional decision… and then our brain says, how do I justify or rationalize that decision based upon proof.”

This insight challenges long-held assumptions in nonprofit strategy. Rather than focusing solely on rational appeals or comparative value, organizations must recognize that donors are already motivated by internal emotional drivers. The fundraiser’s role, Cherian emphasizes, is not to convince, but to facilitate: “Our job as fundraisers is actually to get out of their way… not to convince them to do something that they don’t want to do.”

The discussion also confronts ethical considerations, particularly as technology and AI reshape the sector. Cherian introduces a practical ethical framework: if a donor would feel uncomfortable knowing how their behavior is being influenced, the approach is likely inappropriate. Transparency, consent, and donor intent become essential guardrails.

Importantly, the conversation bridges theory with application. From simplifying donation processes to rethinking stewardship messaging, Cherian illustrates how neuroscience can strengthen donor relationships when used responsibly. His example of moving from transactional acknowledgments to emotionally resonant gratitude reveals a powerful truth: donors are not giving to organizations—they are expressing personal meaning.

As nonprofits face increasing pressure to perform, this episode offers a refined perspective on sustainable fundraising, inviting leaders to move beyond tactics and toward a more human-centered, ethically grounded approach that builds long-term trust and impact.

00:00:00 Opening and 1500th Episode Celebration
00:01:04 Introducing Cherian Koshy and Topic
00:02:50 Journey into Fundraising and Discovery
00:04:37 Why People Make Decisions
00:06:48 Ethics and Donor Intent
00:10:11 Emotional vs Logical Decision Making
00:17:30 Building Donor Connection Over Persuasion
00:20:03 AI Opportunities and Risks in Fundraising
00:23:43 Rethinking Donor Stewardship
00:26:13 Sector Adoption and Real-World Impact
00:28:42 Final Reflections and Key Takeaways

TheNonprofitShow #FundraisingStrategy #DonorBehavior

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Nonprofits can turn fundraising events into more efficient, donor-friendly, revenue-generating experiences that support long-term growth. Most events are full of potential, but this learning session makes it clear that the strongest galas are no longer built around chaos, long lines, and overworked staff.

In this energizing conversation, Justin Goodhew, Co-Founder and CEO of Trellis, makes the case that event success is not just about what happens in the ballroom. It starts before the event with better use of donor data, stronger integration with internal systems, and smarter choices about where staff time should go. He explains that many organizations stop doing galas not because events no longer matter, but because the process drains team capacity. By simplifying check-in, reducing friction, and using technology that connects with existing CRM and finance systems, nonprofits can free staff and volunteers to focus on donor relationships rather than administrative bottlenecks.

He also brings a strong business lens to revenue strategy. Instead of piling on low-yield activities that consume time, Justin encourages nonprofits to focus on the highest net return, such as paddle raises, major auction items, and thoughtfully designed upsell options. As he puts it, “We’re actually really a fundraising and a donor retention platform disguised as an event platform.” That perspective shifts the conversation from event logistics to donor value and lifetime engagement.

One of the key takeaways is Justin’s emphasis on what happens after the event. Fast follow-up, integrated donor data, and immediate action are what turn a one-night attendee into a future supporter. He also shares that strategic auction upsells can produce “about 6 to 7% increase in revenue” simply by giving donors another easy, mission-aligned way to give.

This session is a smart reminder that nonprofit events do not need to disappear. They need to evolve. With the right systems, intentional design, and a stronger focus on donor experience, galas can become more productive, more profitable, and far more sustainable for nonprofit teams!

00:00:00 Welcome
00:02:24 What Trellis.org Does for Nonprofit Events
00:04:29 Growing Event Revenue With Limited Staff
00:06:32 Faster Check-In and Better Donor Experience
00:12:40 Turning One-Night Guests Into Long-Term Donors
00:16:04 Modern Event Upselling That Increases Revenue
00:17:41 Why Paddle Raises Matter So Much
00:24:01 Why Tech-First Events Are Outperforming Traditional Models
00:26:23 Less Staff Strain More Mission Engagement
00:28:10 A New Mindset for Nonprofit Events

TheNonprofitShow #NonprofitFundraising #EventStrategy

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Second-home ownership may sound like a lifestyle topic, but this episode makes it clear that it is also a major nonprofit business opportunity. Jeffrey Glebocki, Founder and Lead Advisor of Strategy Plus Action Philanthropy, shares first-of-its-kind research on how second homeowners think, give, volunteer, and connect with causes in the communities where they spend part of the year. The scale alone is eye-opening. Jeff explains that there are about 6.5 million second homes in the United States, representing roughly 5% of the nation’s housing stock. Even more striking, half of those second homes are concentrated in just eight states: Florida, California, New York, Texas, Michigan, North Carolina, Arizona, and Pennsylvania. For nonprofits operating in these areas, this is not a niche audience. It is a significant and often underused segment of philanthropic opportunity!

Jeff explains that second-home owners bring substantial giving capacity. Their liquid available assets ranged from $250,000 to more than $100 million. More importantly, they are not simply passive residents. Many are interested in building relationships, finding meaning, and supporting local organizations once they feel connected to the place. That connection usually takes time. According to the research, donors often wait two to three years before making gifts in their second-home communities, but once engaged, they can become generous supporters, volunteers, and even board members.

One of the most exciting takeaways is that these donors are not looking for a hard sell. They respond to invitations from trusted people, easy entry points, and meaningful social experiences. Jeff puts it plainly: “If we don't know about you, if we don't hear about your group or your cause, we can't give to you.” That insight alone is a wake-up call for nonprofits that want to expand their visibility and strengthen local communications.

The lively conversation also reveals that donor values tend to remain steady across both primary and second-home communities. Yet donors often adapt their giving to local realities, whether that means environmental concerns, housing pressures, disaster response, or border issues. As one donor quoted in the research said, “Our money here has more impact, period.” That sense of direct, visible results can deepen trust and grow long-term support.

This is a smart, practical conversation about donor behavior, local engagement, and how nonprofits can better position themselves to welcome a high-capacity audience already living among them part of the year.

#TheNonprofitShow #Philanthropy #FundraisingStrategy

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Donor retention is a measurable strategy, not just a fundraising hope. Plus, how to calculate donor retention for nonprofits. On this episode of Fundraisers Friday, Julia Patrick and Tony Beall take on one of the most serious business challenges in the nonprofit sector: donor retention. Their conversation makes clear how fundraising success is not only about bringing in new names, it’s about keeping the people who have already said yes to your mission and building systems that help them stay connected.

The discussion begins with a hard truth: average donor retention is far too low, and many organizations are not even measuring it consistently. Julia frames the issue in plain terms, calling it “a crisis,” while Tony brings context by showing how retention can vary by subsector. Faith-based groups and higher education may see stronger rates, while arts, culture, and human services organizations often face a steeper climb. That contrast alone reminds nonprofit leaders that benchmarking matters, but strategy matters even more.

One of the most focused parts of their conversation is the simple donor retention formula. Julia makes the case that this number belongs in board meetings, CEO reports, and regular management conversations. Retention is not a side note. It is a core operating measure. As she puts it, “It should be present with everyone so that you know what is going on.”

Tony then moves the conversation from math to management. He explains that donors leave for understandable reasons: delayed thanks, weak impact reporting, too many asks, and too little human connection. His line captures the heart of the episode: “We’re not talking about transactional fundraising. We’re talking about relationship-driven fundraising.” That idea turns donor retention from a development task into an organizational discipline.

They also link retention to stewardship cost, long-term donor growth, monthly giving, and next-generation philanthropy. Monthly donors, in particular, are shown as a promising path for building a more stable base. Julia and Tony encourage leaders to study patterns, review donor journeys, and make practical choices with limited resources.

00:00:00 Welcome to Fundraisers Friday
00:02:31 Why Donor Retention Is a Nonprofit Crisis
00:03:14 Retention Rates by Nonprofit Sector
00:06:18 Why Donors Stop Giving
00:08:00 Relationship-Driven Fundraising Strategies
00:10:10 The Donor Retention Formula
00:12:44 Using Data to Find Donor Patterns
00:16:16 Why Keeping Donors Costs Less
00:20:20 The Business Value of Monthly Giving
00:23:07 Donor Journey and Strategy Shifts
00:25:07 Planning Beyond a Big Fundraising Year

#TheNonprofitShow #FundraisersFriday #DonorRetention

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Audits may make nonprofit leaders tense, but this discussion reframes the audit process as smart organizational practice rather than a yearly ordeal. Ben Stap of Your Part-Time Controller explains that a nonprofit audit is not simply a compliance exercise. It is an outside review that helps confirm financial accuracy, transparency, and proper use of funds so donors, grantmakers, and regulators can trust the organization’s stewardship.

Ben makes the conversation approachable right away with a memorable comparison: “It’s like having a police car behind you while you’re driving.” That simple image captures why audits feel stressful even when an organization has done nothing wrong. From there, he shifts the focus from fear to preparation. His message is clear: nonprofits that treat every month like audit season are far better positioned when the real process begins.

A major theme of the episode is audit readiness. Ben explains that many of the biggest audit problems come from issues that build up over time, including missed in-kind contributions, unclear treatment of restricted cash, revenue recognition confusion, stale footnotes, and unusual transactions that were never properly documented. His advice is practical: keep policies current, organize records all year, reconcile monthly, and review financial activity regularly so year-end does not become a scramble.

One especially useful takeaway for nonprofits is that audits are not only about finance staff. He points to the value of internal communication across departments, especially when program teams, development staff, and finance professionals need to share information about grants, pledges, and restricted funding. He also offers a smart governance practice: have the board periodically review the vendor list to help prevent conflict-of-interest concerns and support stronger oversight.

Another emphasized point is that nonprofits should decide what they want from an audit relationship. Some organizations need an audit firm that simply reviews and reports. Others need a partner who will answer questions during the year and help them think through complicated nonprofit accounting situations. As he puts it, “Proactive, overreactive is always a good way to go about it.”

00:00:00 Opening Discussion
00:01:19 Why Nonprofit Audits Matter
00:03:45 What Audit Ready Really Means
00:04:35 The Purpose of a Nonprofit Audit
00:06:13 Common Audit Pitfalls to Avoid
00:10:16 Documentation and the PBC List
00:13:15 Policies Procedures and Separation of Duties
00:16:28 Why Communication Drives Audit Success
00:21:05 Monthly Reconciliations and Year Round Prep
00:22:21 Audit Season Timing and Expectations
00:24:40 Turning Audits Into a Useful Tool

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What happens after the first donation may matter even more than the donation itself! Lauren Laski, Manager of Customer Success at Bloomerang, talks about how nonprofit organizations can build stronger donor relationships, improve retention, and create more reliable revenue over time.

Lauren brings both fundraising and technology experience to the conversation, and she offers a clear reminder that the first donation should never be treated as the finish line. Instead, it should be seen as the start of a longer relationship. Lauren explains the power of prompt gratitude. She shares that when a first-time donor is thanked within 48 hours, they are “four times more likely to make a second gift.”That one practice alone can completely change how a nonprofit approaches stewardship.

The conversation, with host Julia Patrick, also moves into recurring giving, which Lauren describes as one of the strongest tools for long-term donor retention and revenue stability. With recurring donors retaining at a much higher rate, nonprofits can reduce the feast-or-famine cycle that often comes with event-based or year-end fundraising. For organizations trying to build predictable cash flow, this is a major business lesson, not just a fundraising tactic.

Another highlight of the discussion is Lauren’s advice on donor segmentation. Rather than grouping supporters only by gift size, she encourages nonprofits to think about behavior, loyalty, interests, and motivations. That shift can help even smaller organizations communicate in more personal and effective ways. As Lauren says, “Even if you only have 200 donors, they’re not all the same.”

The duo also talk about the 80 /20 communication rule, where most donor communication should focus on impact and connection rather than constant asking. That approach helps organizations move from transactional fundraising to relationship-centered fundraising, which is far more sustainable over time.

Strong donor retention is built through thoughtful systems, timely communication, and habits that make supporters feel seen, valued, and connected to mission results. For nonprofit leaders who want to grow fundraising in a healthier and more strategic way, this conversation offers a terrific roadmap!

00:00:00 Welcome and episode introduction
00:01:48 Meet Lauren Laski from Bloomerang
00:03:16 Bloomerang’s AI tool Penny
00:05:28 The 48 hour gratitude rule
00:10:34 Why recurring giving is retention gold
00:13:40 Segmenting donors by behavior not just dollars
00:18:04 The 80 20 donor communication rule
00:20:49 How often major donors should hear from you
00:23:40 Aligning fundraising and marketing teams
00:27:14 Lauren’s GiveCon invitation and final takeaways

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What happens when four generations share one nonprofit workplace, but each generation brings a completely different relationship to work, authority, technology, flexibility, and purpose? In this eye-opening conversation, Julia Patrick sits down with Katie Warnock of Staffing Boutique to explore one of the most consequential workforce shifts facing nonprofit leaders right now: the rise of Gen Z in the sector.

Katie explains that this next-generation workforce is digital-first, mission-aware, highly collaborative, and deeply resistant to outdated systems and top-down leadership habits. For nonprofit organizations, that creates both friction and opportunity. If your internal operations are clunky, if your leadership style depends on “because that’s how we’ve always done it,” or if your organization cannot connect daily work to visible impact, younger talent may not stay long. As Katie puts it, “Mission alignment is huge.”

This discussion goes far beyond stereotypes about younger workers. Instead, it frames the issue as a strategic business matter for nonprofits. Retention, recruitment, management structure, workplace flexibility, and leadership communication all come into play. Katie makes a powerful distinction between work-life balance and work-life integration, noting that younger workers are not willing to sacrifice mental health, fitness, hobbies, or autonomy for a job title. They want work to fit into life, not life to be consumed by work.

The conversation also reaches into fundraising and donor behavior. Julia and Katie connect the workforce conversation to the next wave of philanthropic engagement, pointing out that younger donors often want proof, performance, and measurable outcomes rather than emotional appeals alone. Katie says it plainly: “They want to know the numbers before they launch a project.” That same instinct shows up in how they evaluate employers, missions, and charitable giving.

For nonprofit executives, this episode is a call to rethink leadership assumptions. The next generation is not waiting to adapt to legacy culture. Organizations that want to attract talent, retain strong performers, and earn long-term donor trust will need to respond with sharper systems, better communication, real flexibility, and visible evidence of impact.

00:00:00 Welcome
00:02:00 Who Is the Next Generation Workforce
00:03:27 Digital First Expectations and Tech Credibility
00:05:04 Real Time Information and Leadership Tension
00:08:26 Mission Alignment as a Retention Strategy
00:10:08 Portfolio Careers and Work Life Integration
00:12:32 Group Projects Collaboration and Managing Directives
00:17:10 Flexibility Remote Work and Performance Expectations
00:20:39 Why In Office Roles Are Harder to Fill
00:24:18 Data Driven Thinking and Younger Donor Expectations
00:27:15 What Nonprofits Must Change to Reach Gen Z

TheNonprofitShow #NonprofitStaffing #WorkforceStrategy

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Leadership transitions can either rattle a nonprofit or reset it for real success, and this conversation makes the case for why professional interim leadership can be one of the smartest business decisions a board makes.! Joan Brown, Chief Operating Officer of Third Sector Company, and professional interim executive Kevin Lynch walk through what really happens when an interim steps into an organization during a period of stress, uncertainty, or executive turnover.

This discussion moves far beyond the idea that an interim is simply there to “hold things together.” Kevin makes it clear that the role is much bigger than that. A strong interim is assessing the organization, working closely with the board, identifying governance gaps, preparing the path for a future leader, and helping the organization become more stable and more attractive to top executive talent.

Joan brings a powerful governance lens to the conversation, reminding viewers that effective interim work starts with alignment and honesty. She says, “You have to agree on where you are.” Before a board and executive can move forward together, they need a shared view of the organization’s reality, including finances, culture, board practices, staff morale, and priorities.

Kevin also offers a practical look where nonprofit boards often stumble. He explains that many of the conditions that created problems for the prior executive will still exist for the interim unless expectations are reset early. That means boards must be willing to look at themselves, not just the staff or the previous CEO. Governance habits, budget assumptions, micromanagement, and bypassing the executive can all weaken the transition if left untouched.

For boards, executives, and leadership teams, this learning session is a wake-up call and a roadmap. Interim leadership is not a stopgap. Done well, it is a strategic bridge to stronger governance, better hiring, and long-term organizational health.

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The Nonprofit Show launches its Global Edition with cohosts Julia C. Patrick and Matthew Murray (CEO, Expand PR / Expand Consultancy), taking listeners inside what it really looks like to start and operate a charity/NGO in the United Kingdom—and why global expansion is as much a business decision as it is a mission decision.

Matthew opens with the on-the-ground reality that “every culture has its own nuances… laws and rules,” and that expanding beyond your home country requires leaders to respect local norms, donor behaviors, and governance expectations. The conversation quickly turns practical: Do Brits give? Matthew says yes—substantially—while noting economic pressures have shifted donor patterns. He also explains a key difference for revenue strategy: the UK doesn’t mirror U.S.-style donor tax deductions, but it does offer Gift Aid, where government adds funding to eligible donations. As Matthew describes it, “25 pence for every pound donated,” meaning a £100 gift can become £125 for the charity—an important lever for fundraising planning, messaging, and cash forecasting.

On governance and transparency, the UK’s Charity Commission functions as a dedicated regulator for charities. Matthew emphasizes the public nature of filings and the reputational impact of being late or sloppy with reporting—because funders, partners, and major donors look. In the UK, board members are typically called trustees, are usually unpaid, and cannot be paid for the trustee role itself (though they may be compensated for a separate job). For organizations with global ambitions, Matthew shares a strategic advantage: non-UK residents can serve as trustees in Britain, which can simplify governance when launching a UK-based entity.

The global discussion also contrasts donor culture. Matthew suggests UK donors may give differently than U.S. donors—often less driven by “momentary adrenaline” and more oriented toward longer-term loyalty—reinforcing the value of relationship, credibility, and consistency. Julia adds a caution for international leaders: expansion fails fast when it arrives with a “we’ll fix you” mindset. The Global Edition’s promise is clear: practical global learning that helps nonprofit executives expand responsibly, protect integrity, and build durable support across borders.

NonprofitBusiness #GlobalPhilanthropy #TheNonprofitShow

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Boards get plenty of attention in the nonprofit sector, but this lively conversation zooms in on the role that can make or break governance performance: the board chair. Alisa Chatinsky, CEO of NPOSuccess.org, talks about what strong chair leadership really looks like—and why so many organizations treat the position like an honorific instead of a job with real operational and strategic responsibilities.

Alisa shares that after decades in nonprofit leadership and nearly 14 years consulting and serving in interim roles, she stepped into board service again and was immediately asked to chair. That experience sparked a practical question: How many chairs are actually set up to succeed? Her conclusion is simple and business-minded: “Because when a board chair is strong, the board is strong and the organization is strong.” She explains that boards often “recruit” chairs by minimizing expectations, which leads to sloppy meeting execution, confused roles, and underused talent.

The conversation becomes a working blueprint for better governance. Alisa outlines what effective chairs do: run meetings with purpose and time discipline, keep the board out of day-to-day management, build consensus, listen well, and handle conflict without letting it hijack the mission. She emphasizes governance infrastructure that supports decision-making: a governance calendar, clear expectations, job descriptions, consent agendas, dashboards, and space for generative discussions that move the organization forward.

A standout lesson is the connection between life cycle stage and board behavior. As organizations mature, the board’s work must mature too—and that can mean changing how meetings operate and what board members are willing (or able) to contribute. Alisa also advocates for board mentoring and orientation that includes real business essentials (budget, program allocations, financial results), so members can represent the organization confidently in the community. As she puts it, “We reinvest our profits in our mission.”

The episode closes with her “Five-Star Board Chair” master class concept, pairing training with coaching and a real board meeting evaluation—designed to build leadership capacity that improves governance, accountability, and long-term organizational strength.

BoardGovernance #NonprofitLeadership #TheNonprofitShow

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What happens when a nonprofit needs to raise eight figures fast… and decides to do it with unicorn horns, a donor “blessing,” and a whole lot of joy?

We are joined by Brenda Goldsmith, Executive Director of the El Rio Foundation, the fundraising arm of El Rio Health, a federally qualified community health center (FQHC) in Tucson. Brenda walks us through the business model realities of community health centers—how they’re designed to keep people out of the hospital, how they serve patients “from birth to death,” and why fundraising looks different when many patients live at or below the federal poverty level.

Then the conversation turns into a masterclass in campaign strategy and community education. El Rio needed to support a 91,000-square-foot integrated health center expansion—part of a $50 million community investment—without federal capital support. The foundation was asked to raise $10 million quickly, despite never having run a major capital effort at that scale.

Instead of leading with heaviness, Brenda and her team built a campaign brand that made giving feel welcoming and social. The “Blessing Project” was born after a simple discovery: “Does anyone know what a herd of unicorns is called?… we Googled that and we found out a herd of unicorns is called a blessing.” From there, the foundation created a clear participation on-ramp: a $1,000 commitment for five years made you an “El Rio unicorn,” complete with a unicorn horn photo moment.

Underneath the fun was serious execution: board and senior leadership made first commitments, the team held 100+ face-to-face meetings in roughly 70 days, offered multi-year giving options, used tours to teach donors what an FQHC really does, and engaged younger ambassadors through the El Rio Vecinos (ages 25–40). The results speak for themselves: a stretch goal raised, a revised goal, and a growing donor community that wanted to be part of something that made their neighbors healthier.

Brenda says it best: “Make it fun, make it joyous—put the fun in fundraising.”

00:00:00 Welcome
00:02:18 El Rio Foundation at 25 years and why tenure matters in development
00:03:30 What a community health center is and how it differs from a hospital
00:06:00 Why FQHC fundraising is different and why tours matter
00:08:22 Board ambassadors and the El Rio Vecinos young professional arm
00:09:30 The Blessing Project begins a major expansion with a fast timeline
00:13:00 Unicorns as a campaign identity and the “blessing” discovery
00:15:35 Leadership and board commit first over $700K in early momentum
00:18:10 100+ face-to-face meetings and why multi-year gifts worked
00:23:10 Unlocking employee giving over $1M committed from staff
00:27:25 Campaign branding icon vocabulary momentum and joy

TheNonprofitShow #FundraisingStrategy #CapitalCampaigns

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Gift acceptance policies sound like paperwork—until a donor tries to turn your organization into their personal dare! In this episode, Julia C. Patrick and Tony Beall get practical about why this policy is a frontline operating tool for modern fundraising teams: it protects mission alignment, strengthens governance, and keeps staff out of reactive, high-pressure decision-making.

Julia opens with a classic “strings attached” scenario that shows why boundaries must be set before the check arrives. “I don’t think you could do that because we make the big donor sign this thing called a gift acceptance policy,” she recalls, describing how even naming rights and donor direction can be clarified in advance. Tony adds real-world texture: unusual asks aren’t hypothetical. Policies exist to protect the organization and the humans raising the money.

From there, the conversation shifts into the business mechanics: ethics and values alignment, legal compliance, and the operational difference between restricted and unrestricted gifts. The cohosts stress that gifts are no longer just cash—especially during the Great Wealth Transfer—so nonprofits must prepare for nontraditional assets like real estate, collectibles, royalty streams, and other property types that carry valuation, liquidation, storage, and reputational implications. The conversation gets real about “wackadoo gifts” and the hidden costs that can turn a “donation” into a liability.

They also address governance: who drafts the policy (development, finance, CEO), how it gets board approval, and why annual review matters. They’re candid that boards can modify policies “at will,” which makes proactive clarity even more essential. Most importantly, they frame the policy as an empowerment tool. “It empowers you to feel good about how you’re responding… it’s in alignment with senior leadership… it’s in alignment with the board,” Tony says, emphasizing how preparedness reduces risk and speeds decision-making when donor conditions get complicated.

Finally, they discuss where the policy should live: typically internal—available when asked, shared in a professional PDF format, but not pushed into donor packets or posted publicly as a default.

GiftAcceptancePolicy #FundraisingLeadership #TheNonprofitShow

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Leadership transitions don’t have to be terrifying revenue cliffs. In this conversation, Travis Craddock, CFRE and Founder of Craddock Strategies, reframes interim development leadership as a powerful strategic advantage—not a temporary patch.

Too often, organizations view interim fundraising support as “a warm body in an empty seat.” Travis challenges that mindset directly. “It prevents rushed or misaligned hires that can be expensive,” he explains, positioning interim leadership as a disciplined pause that protects both donor relationships and long-term revenue health.

Fundraising is built on trust. When leadership shifts, donors notice. Travis prioritizes immediate communication, transparency, and clarity so nothing falls through the cracks. Renewals are tracked. Grants are monitored. Donors are reassured. Strategy stays in motion.

But here’s where the real opportunity emerges.

An interim professional arrives without emotional baggage. That means clearer data analysis, honest conversations about ROI, and strategic evaluation of legacy traditions. Should the gala continue? Is it delivering meaningful return? Are event attendees being cultivated into major donors? These are business questions—asked gracefully, but directly.

Travis describes himself as “gracefully honest,” and that honesty becomes catalytic. Interim work isn’t simply maintenance. It’s an opportunity to elevate roles, revise job descriptions, shift from event-driven tactics to relationship-based fundraising, and align hiring with long-term strategic direction.

He emphasizes data-driven decisions, CRM fluency, relationship-centered fundraising, and partnership with CEOs and boards. In many cases, he becomes the strategic driver—project-managing fundraising momentum while executives focus on mission execution.

Three months may be the minimum engagement window. Six months may be ideal. But within that time, organizations can stabilize revenue, recalibrate strategy, build infrastructure, and hire with intention.

Anything is possible when nonprofits embrace transition as transformation!

00:00:00 Welcome and Introduction to Interim Fundraising
00:02:30 What Craddock Strategies Provides Nonprofits
00:04:03 Interim Leadership Beyond a Temporary Fix
00:06:48 Expanding the Definition of the Fundraising Team
00:09:21 Strategy Versus Firefighting in Development
00:11:09 Evaluating Events and Return on Investment
00:14:18 Communicating with Donors During Transition
00:17:18 Hiring Timelines and Interim Engagement Length
00:18:32 Revising Job Descriptions to Match Strategy
00:23:01 Technology Investment and Infrastructure Mindset

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A visit with Doug Chapiewsky, CEO & President of Kanso Software, and Cameron Bowman, CAAS Solutions Consultant at JMT Consulting, for a fast-moving, systems-first conversation on one thing every nonprofit runs on: trustworthy data.

Cameron frames the moment we’re in as “the golden age of software”—more tools, more dashboards, more integrations, and more AI than ever before. But that abundance comes with a price: fragmented systems, duplicated entries, and competing versions of the same truth. His fix is refreshingly operational. Data integrity isn’t a buzzword; it’s a checklist: accurate, complete, consistent across systems, timely, and traceable/auditable. When any one of those breaks, nonprofits pay for it in grant compliance headaches, restricted-fund confusion, audit stress, and board decisions made on shaky information.

Doug brings the lens of housing—where data errors don’t just create inconvenience; they disrupt funding, compliance, and real people’s stability. Kanso’s mission is to simplify a highly regulated, high-stakes domain where sensitive data is everywhere and staffing capacity is often thin. As Doug puts it, “Trust outweighs technology… and if we don’t have that trust, it really gets right to your mission.” The episode drills into the reality that single-vendor “one system does it all” is fading fast; modern organizations operate in an ecosystem. That’s why both speakers prioritize open systems paired with serious guardrails—especially when handling social security numbers, income data, and family composition.

The conversation turns tactical with a Business Process Review (BPR): mapping where data originates, how it moves, who owns it, what controls exist, and where manual workarounds (shadow spreadsheets, email approvals, offline tracking) weaken audit trails and invite risk. Cameron lands a line every operations leader should post near their monitor: “Technology will amplify your process. It won’t correct your misaligned workflows.”

Finally, the duo urge nonprofits to build a cadence—monthly, quarterly, at least annually—to revisit processes, configuration, and integrations as funding rules, reporting needs, staff, and tech keep shifting. The message is clear: clean data isn’t a finance luxury—it’s a mission accelerant.

TheNonprofitShow #NonprofitTechnology #DataIntegrity

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We lean into a timely business truth: nonprofit sustainability is built as much through belonging as through budgets. Cohosts Julia C. Patrick and Tim Sarrantonio welcome Rachel D’Souza, Founder and President of Gladiator Consulting, for a conversation that reframes community-building as a practical growth strategy for donors, volunteers, staff cohesion, and long-term resilience.

Rachel describes nonprofits as one of society’s last best “third spaces”—those informal gathering places that used to create trust across differences. With remote work, the pandemic’s aftershocks, and algorithm-driven polarization, many people have fewer natural pathways into civic life. That shift creates risk for organizations relying on legacy participation habits. It also creates opportunity: nonprofits can intentionally become the place where people reconnect around shared purpose and shared outcomes.

The discussion moves from theory into operating reality: boards at impasses, teams facing funding gaps, and leaders stuck in fight-flight-freeze. Rachel offers a pragmatic path forward—start with shared facts, clarify who holds which decisions, and practice disagreement before the stakes spike. “If you want to be better at conflict, that means you have to practice it, just like anything else,” she said, recommending simple meeting exercises that build the muscle of respectful debate.

Tim grounds this in organizational dynamics leaders recognize instantly: misalignment between finance and fundraising can derail systems decisions, contracts, and staff trust—without anyone “hating” anyone. The fix is not heroics; it’s earlier conversations, shared language, and a commitment to being in the room together.

Rachel draws a bright line leaders need: discomfort is part of growth, but it is not the same as harm. When emotions run hot, the first move is often a pause—reset the temperature so people can listen to process, not just respond. This convo offers a hopeful business case: build community on purpose, and capacity follows.

00:00:00 Welcome and why community building matters right now
00:02:10 What Gladiator Consulting does and why “belonging” drives results
00:04:30 Nonprofits as “third spaces” and the business opportunity
00:06:10 Tim’s real-life example of nonprofit spaces creating connection
00:08:00 Invitation culture making people feel welcome
00:10:10 People give through nonprofits and identity-based connection
00:11:30 Practicing conflict in meetings before stakes rise
00:14:05 Finance and fundraising misalignment as an operational risk
00:16:20 Shared clarity who decides what and why it matters
00:22:20 Pause tactics discomfort vs harm and moving forward

TheNonprofitShow #NonprofitLeadership #CommunityBuilding

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Starting a new role as a nonprofit’s fundraiser can feel like stepping onto the field mid-game—high expectations, limited time, and a lot of “what happened before I got here?” On this Fundraisers Friday, cohosts Julia C. Patrick and Tony Beall offer a practical, confidence-building roadmap for what a new development officer should focus on in the first 30 days—with the business realities of nonprofit revenue, relationships, and systems front and center.

Julia sets the tone with honesty and heart, and Tony brings the steady reassurance every new fundraiser needs: “It’s all about listening, learning, and building trust in your first 30 days.” From there, they lay out the early priorities that protect both results and stamina. First: get anchored in the mission. Tony makes the point that mission alignment isn’t sentimental—it’s operational. If you don’t truly connect with the purpose, the work becomes an uphill climb.

Next, they move into relationship strategy: creating a thoughtful internal and external “relationship tour” so you can meet leadership, board members, and key stakeholders the right way. The emphasis isn’t speed—it’s sequence, context, and smart preparation so those early conversations build momentum instead of misunderstanding.

Then comes the systems side: CRMs, reporting, access issues, and the real-world obstacles that appear when prior staff have departed. Tony offers a realistic view of getting up to speed quickly, and Julia adds the on-the-ground reminder that you’ll be meeting people immediately—so you’ll need to document interactions in the CRM from day one.

Finally, they elevate culture as a performance driver. Julia notes how pressure often lands on the development officer as “the savior,” and Tony reframes it: fundraising works best as a team effort, not a solo canoe trip. As Julia puts it, “It’s the nucleus of the whole organization.” If you’re new in the seat, this episode gives you both direction and permission: respect the past, build trust first, and then earn the right to recommend change.

00:00:00 Welcome to Fundraisers Friday
00:01:00 First 30 days focus for a new development officer
00:02:40 Mission alignment why it matters on day one
00:06:40 Relationship tour CEO board and key stakeholders
00:11:50 Systems and CRM access reporting and ramp up
00:15:40 Visibility scan marketing segmentation and social presence
00:18:00 Respect history build trust then recommend change
00:19:40 Fundraising pressure and why it must be a team sport
00:21:20 Culture shifts and board leadership impact
00:24:00 How to learn culture by asking better questions
00:26:10 Tony offers a 30 60 90 plan for development roles
00:28:10 How to request the PDF and episode close

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Sunsetting a nonprofit is one of the most difficult decisions a board and executive team can face. Erin McPartlin, Principal of Erin McPartlin Consulting, guides leaders through the strategic and compassionate realities of organizational closure.

Host Julia Patrick opens the conversation by acknowledging the emotional weight of the topic. Closing an organization can feel like failure. Yet Erin reframes the discussion: sometimes the healthiest business decision is an intentional ending. Whether an organization has achieved its mission, become operationally stagnant, or reached financial unsustainability, the question is not just when to close—but how to do so responsibly.

Erin outlines three common scenarios: mission accomplished, operational decline with weak infrastructure, and full financial unsustainability. In many cases, boards wait too long to confront the truth. “If you get to that point where you're now saying, we need to look at should we stay open or not, you're probably past the decision point,” she explains. That delay often stems from intermittent success—a returning donor, a new grant, a compelling impact story—that keeps leadership hoping for a turnaround.

From a governance standpoint, Erin emphasizes four pillars: people, communication, finance, and risk. Boards must fully engage, understand cash flow, assess liabilities, calculate burn rate, and evaluate runway. The most important question becomes, “What is the cost of our inaction?”

Rather than allowing an abrupt collapse—locked doors and shocked staff—Erin advocates for a structured 4–6 month minimum runway. This deliberate process allows nonprofits to respect employees, honor donor commitments, manage restricted funds, and protect community trust.

The episode closes on a powerful idea: the “elegant ending.” By planning intentionally, nonprofits can celebrate their impact, transfer knowledge, mentor peer organizations, and potentially redistribute remaining funds to aligned missions. “It’s preserving the public perception and preserving the positivity in the work that this organization did,” Erin shares.

Closing well is not defeat. It is stewardship.

NonprofitManagement #BoardGovernance #TheNonprofitShow

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On this Fundraisers Friday, our cohosts lean into one of the most nuanced and professionally demanding areas of nonprofit leadership: donor research, privacy, ethics, and gift acceptance policy. For nonprofit executives, development leaders, and board members, this episode functions as a governance workshop disguised as a conversation. The message is clear: professionalism in fundraising is not just about revenue—it is about trust architecture, long-term credibility, and disciplined leadership.

In a fundraising ecosystem shaped by rapid technological change, cloud-based systems, and evolving donor expectations, the conversation moves beyond tactics into governance and risk management. Julia Patrick sets the tone by noting that philanthropy is in an exciting era—but it demands more strategic thinking. Tony Beall echoes that reality, sharing that even experienced leaders must continually refine their understanding because the landscape keeps shifting.

At the center of the discussion is a powerful reminder: “Research isn’t surveillance so much as it is stewardship,” Tony explains. Just because information is available does not mean it should be used. Fundraising professionals must balance data access with relational integrity. As Tony adds, “A donor doesn’t want to feel studied. They want to feel understood.”

The cohosts explore practical implications:

• Who has access to donor data internally and externally

• The responsibility of third-party vendors and contract review

• Data breach planning and crisis communication

• Transparency with donors about how their information is protected

• Retention policies for lapsed donors

• Recognition preferences and anonymity in sensitive mission areas

Perhaps the most thought-provoking segment addresses gift acceptance policies. Tony offers a clarifying principle: “A gift acceptance policy isn’t anti-donor, it’s pro-mission.” Without policy, organizations invite inconsistency and risk. With policy, staff are protected from making moral judgment calls alone, and mission credibility remains intact.

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If your nonprofit’s checking account looks “healthy,” this episode is your friendly wake-up call: bank balance is not the same as real liquidity. Carole Santilli, CPA, Manager at Your Part-Time Controller (YPTC) Philadelphia, joins us to help leaders, board members, and development teams stop guessing and start managing cash with clarity.

Carole lays out why the bank statement can be “the worst place to look” when assessing what you truly have available to spend. The heart of the conversation is the difference between true operating cash and restricted or conditional funds—money that may be sitting in your account but is already spoken for by purpose, timing, or requirements (like matching). A scholarship grant, a multi-year commitment, or a conditional advance can create the illusion of being flush, even when operations are tight.

From there, the discussion turns practical: separate accounts for restricted funds, monthly reporting that keeps everyone honest, and board-level transparency that supports smarter decisions and stronger trust with funders. Carole also reinforces a widely used benchmark for stability: nonprofits should aim for three to six months of operating cash on hand—but only after restricted dollars are set aside.

Forecasting takes center stage as the real “business muscle” here. Budgets are approved and static, but reality shifts: events move, grants arrive late, reimbursements lag, expenses climb with inflation, and unexpected costs (like snow removal or insurance increases) show up fast. Carole’s message is consistent: forecast monthly, watch variances, and adjust early—before panic becomes policy.

And for boards? She makes it plain: financial oversight isn’t a passive role. Ask the “annoying” questions, understand obligations, and engage early in meetings while energy is high. As Carole puts it, “You can’t support the mission if you don’t have the funding and the resources.” She also reframes audits as a credibility asset: “Look at this as another tool in your toolbox” to reassure funders that your organization is well-run.

This episode is a strong reminder that calm, disciplined financial practices protect mission momentum—especially when life throws curveballs.

NonprofitFinance #CashFlow #TheNonprofitShow

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Planned giving isn’t a “sign the paperwork and move on” moment—it’s a decades-long business strategy that demands discipline, systems, and relationship leadership. James Goalder (Partnerships Manager, Bloomerang) reframes planned gifts as the start of a longer stewardship cycle, not the finish line.

James tackles a mindset shift many organizations need right now: once a donor includes you in a will or trust, your responsibility actually accelerates. As he puts it, “for planned giving and for planned gifts, that’s really when the job is started.” Why? Because life changes, priorities evolve, and estate documents can be revised. The winning move is not celebration alone—it’s consistent, intentional connection that protects donor trust over time.

From there, James lays out three practical pillars that turn long-range stewardship into a repeatable operational system: information management, message delivery, and relationship management. He makes the business case for documentation as the backbone of continuity in a sector where staff turnover is real. “If it’s not in the CRM, it doesn’t exist,” he says—because the next person must be able to step in and carry the relationship forward without scrambling.

The conversation also moves beyond transactions into brand, messaging, and donor experience. Planned givers want to feel like insiders—part of a shared long-term vision, not an ATM. James warns that a “crisis culture” can weaken confidence fast, especially when donors have endless choices. Strong organizations communicate purposefully, listen more than they talk, and match touchpoints to donor preferences (email, coffee, events, family involvement when appropriate).

Finally, James reminds us that planned giving isn’t reserved for the ultra-wealthy. The most inspiring legacy commitments can come from unexpected champions who love your mission and want their impact to continue well into the future.

00:00:00 Welcome and why this “decades-long” topic matters
00:01:10 What a Partnerships Manager sees across the sector
00:02:45 Planned giving is the start of the work, not the end
00:05:10 Why wills and trusts can change over time
00:07:10 Who belongs in the stewardship circle (family, advisors, accountants)
00:10:45 The 3 pillars: information management, message delivery, relationship management
00:11:40 “If it’s not in the CRM, it doesn’t exist”
00:13:10 Messaging that builds belonging, not transactions
00:16:45 Relationship preferences and consistent touchpoints
00:21:25 Taking over a portfolio and the magic question: “Why us?”
00:23:05 Smart donor handoffs and being one link in the chain
00:28:10 Planned gifts can come from everyday champions

PlannedGiving #DonorStewardship #TheNonprofitShow

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Job searches in the nonprofit sector aren’t just about “what’s next” anymore they’re about navigating a labor market that feels equal parts opportunity and uncertainty. We visit with Dana Scurlock, Managing Director of Staffing at Staffing Boutique, to talk about what’s really happening on both sides of the hiring desk and how nonprofit professionals can compete with more strategy and less stress.

Dana describes today’s market as “a little bit of everything,” explaining why so many experienced professionals are staying put. She introduces a newer trend she’s seeing across industries: “job hugging” where talented mid-level and senior candidates hold tightly to stable roles, making it harder for nonprofits to recruit proven performers and slowing down the pace of hiring. At the same time, organizations are being more cautious with budgets and taking longer to hire, sometimes choosing a vacancy over a rushed decision.

Then the conversation turns to modern job-search tactics and what nonprofits should expect from candidates (and vice versa). Dana makes the business case for tailoring every application, just like fundraising requires tailored outreach: fewer applications, better aimed. She also shares how AI tools can help candidates align resumes with recruiter keyword searches so the right experience actually shows up when hiring teams search. As Dana puts it, “AI really can be a helpful assistant when it comes to building your resume and optimizing your resume for some of the Boolean and keyword searches.”

One of the most eyebrow-raising moments is the rise of the one-way video interview: candidates recording answers to prompts without a live interviewer. Dana and host Julia Patrick react strongly to what that may signal about candidate experience and employer brand. Dana frames it plainly: “It affects your brand, it affects your ability to retain staff.” From virtual first-round interviews to smarter follow-up emails, the big takeaway is clear: nonprofit hiring is evolving fast and the organizations that treat recruitment like a core business function will win better talent.

TheNonprofitShow #NonprofitCareers #NonprofitStaffing

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Jeffrey R. Wilcox, President and Chief Learning Curator of Third Sector Company, and Nancy Bacon of Nancy Bacon Consulting—provide a timely conversation on interim leadership as a smart business move for nonprofits.

Nancy shares the findings from their recently completed report on Interim Leadership and how it was built through deep listening—town halls, surveys, and focus groups with interim experts across North America—to capture what the field is becoming. The result: a sector-wide definition that positions interim leadership as an intentional, mission-centered intervention at a pivotal moment—built to stabilize operations, guide people through change, and set up the next leader for success.

Jeffrey makes the business case with unmistakable clarity: “Interim is an investment. It is not an expense.” Rather than a temporary human resource fix, the work addresses a major risk facing nonprofits: executive attrition and leadership transitions that aren’t planned. Boards that treat a transition like an emergency hire often trade speed for stability—then pay for it later in culture strain, staff churn, and stalled momentum.

The conversation lifts the role of language in board decision-making. Both guests emphasize that clear expectations reduce fear and prevent “accidental interims” created by rushed succession. Jeffrey shares a simple framework interims consistently bring: clarity, capacity, and confidence—so boards can move forward with shared reality instead of conflicting perceptions.

Finally, the episode widens the lens: interim leadership is expanding beyond coastal hubs, accelerated by COVID-era shifts and virtual capacity, allowing experienced leaders to support rural and smaller communities that need strong nonprofit operations the most.

If your organization is thinking about succession—or avoiding it—this conversation offers a practical, mission-forward way to treat leadership change as a moment to strengthen the business engine behind the mission.

TheNonprofitShow #NonprofitManagement #SuccessionPlanning

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Cohosts Julia C. Patrick and Tony Beall tackle a fundraising trap that quietly keeps nonprofits stressed and stuck: betting everything on one revenue source. They call it “The Egg or the Basket”—and the message is clear: your mission can’t ride on a single lane of funding.

Tony frames revenue diversification in plain business terms: build multiple revenue streams that fit your mission, your market, and your organization’s maturity. If one stream slows down or disappears, you’re not forced into panic-mode program cuts. Julia reinforces that there’s no one-size-fits-all formula; the mix should shift based on life cycle, community behavior, and capacity.

They walk through a sample revenue mix and why it often surprises teams. Individual giving typically sits as the largest slice, and Tony points listeners to Giving USA as a useful reference point for understanding how national trends compare to your own results. Grants, while important, can be unpredictable—especially for newer organizations. Tony offers a reality check for early-stage nonprofits: many funders want proof of concept, years of services delivered, and sometimes matching funds before larger awards are on the table.

Then they move into earned revenue and enterprise conversations—where boards may push for a café, thrift store, gallery, or other venture. Julia notes these choices come with real accounting and cost structures that must be managed like a business line, not a side hobby.

Finally, they bring it home with practical governance tools: reporting, dashboards, benchmarking, and scenario planning so teams can pivot intentionally. As Tony puts it, “You need good data to help you understand how to diversify your revenue stream and what that mix should look like.” And Julia warns against board-driven wish lists that development teams are told to execute after the fact: “That’s just…a recipe for disaster.”

NonprofitFundraising #RevenueStrategy #TheNonprofitShow

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AI isn’t a “someday” conversation for nonprofits anymore it’s a right-now operational decision with governance, risk, and staff behavior at the center. Joshua Peskay, Co-Founder of Meet the Moment, joined Julia C. Patrick to talk about the practical reality nonprofits are facing: AI adoption is already happening inside your organization whether leadership has planned for it or not.

Joshua frames the moment with a clear warning and a workable path forward. Too many nonprofits, he says, are bumping into “governance immaturity” the missing pieces that turn AI from a productivity boost into a liability. Think policies, staff learning, data classification and handling, and vendor risk review. Instead of debating whether AI is allowed, Joshua urges leaders to start by accepting the current state and then managing it with intention. As he puts it, “Artificial intelligence is happening and it is happening incredibly fast… the water is coming down the mountain.”

The duo reinforce what many executives have observed: when organizations ban AI, staff still use it they just do it quietly, creating silos and exposure. Joshua connects that to a familiar cybersecurity pattern: shadow IT. People work around constraints to get the job done, especially in a sector that’s under-resourced, remote, and mission-urgent.

The forward-looking takeaway is refreshingly actionable: start with the AI tools already inside your protected environment. If your nonprofit runs on Microsoft 365 or Google Workspace, use Copilot, Gemini, or NotebookLM as your baseline so staff can work with guardrails. For anything outside that ecosystem, require a business case and a review process. Then, build a learning culture where staff share what’s working, what’s failing, and what’s safe.

Joshua also brings urgency from the risk landscape, noting nonprofits are attractive targets because of sensitive data and typically weaker security.

00:00:00 Welcome and why AI is the topic right now
00:01:26 What Meet the Moment does for nonprofits
00:03:20 The real issue governance maturity and policies
00:05:04 When nonprofits ban AI staff use it anyway
00:06:08 The water down the mountain analogy
00:07:53 Why nonprofit community learning matters
00:11:23 The square wheel paradox and making time to learn
00:13:32 Readiness vs reality and starting from current state
00:15:17 Use the AI already in your protected workspace
00:18:39 Shadow IT and work from home risk
00:21:42 Why nonprofits are attractive cyber targets
00:24:52 Donor spreadsheets and why “hope is not a strategy”

TheNonprofitShow #NonprofitManagement #AIgovernance

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We visit with Kate Berkey, a StoryBrand guide for nonprofits, to talk about something that affects every organization’s bottom line — whether they realize it or not: clear messaging. Or more specifically… what happens when we don’t have it.

Kate opens with a reality check that’s hard to ignore: many nonprofits are unintentionally leaving money on the table simply because their communication is confusing. Not wrong. Not poorly intentioned. Just unclear. And as she shares a phrase that sticks with you, “If you confuse, you lose.”

Using the StoryBrand framework, Kate explains how humans are wired for story, not information overload. The model is simple and familiar: a character wants something, faces a problem, meets a guide, gets a plan, takes action, and moves toward success while avoiding failure. The big shift for nonprofits? Your organization is not the hero — your donor or the person you serve is. Your role is the guide. When that dynamic clicks, messaging becomes more relatable, more actionable, and far more effective in fundraising.

Kate also shines a light on a common nonprofit habit: using big, feel-good language that sounds meaningful internally but leaves outsiders scratching their heads. Phrases like “empowering human flourishing” may feel inspiring in a strategy session, but they create mental work for donors who are just trying to understand what you actually do and how they can help. Clear messaging makes it easy to say yes.

The impact goes beyond fundraising. When your message is tight and repeatable, staff, volunteers, and board members gain confidence. They stop fumbling when someone asks, “So what does your organization do?” and start becoming natural ambassadors in everyday conversations.

Kate wraps with a real-world story of a volunteer event that had heart, energy, and great intentions — but lost momentum because it delivered too much information and ended with multiple calls to action. The result? Confusion instead of commitment. Her fix is beautifully simple: one clear story and one clear ask.

If your organization has ever struggled to explain what you do in a way that sparks action, this conversation is a must-watch.

#Storytelling #NonprofitMarketing #TheNonprofitShow

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What does it take for a nonprofit to grow from “we’re getting by” to “we’re building a real engine for impact”? In this energizing conversation, Julia Patrick sits down with Sherry Quam Taylor of Quam Taylor to talk about what nonprofit leaders should truly focus on in 2026 if they want sustainable, strategic revenue growth.

Sherry starts with a bold challenge: stop letting scarcity run the organization. Not as a motivational poster idea, but as a practical leadership decision. Her favorite starting place is a deceptively simple exercise: take the strategic plan and price it out honestly. Not the “squeak by” version. The real version. Reserves. Living wage salaries. The marketing role you never replaced. Staff development. The tech you keep postponing. When leaders finally put the full need on paper, something shifts from fear to possibility, because the organization can now align revenue goals to an actual plan.

From there, Sherry calls out one of the biggest growth blockers in the sector: trying random tactics instead of committing to a planned strategy. As she puts it, “If we align our hours to dollars… there’s actually a math equation that gets to that.” That’s the business of nonprofits in one sentence: staffing, activities, and fundraising effort must match the revenue destination.

Then she brings it home with a refreshing reminder that modern fundraising still wins through relationships. Not stiff, over engineered emails and performative professionalism, but real human connection. Sherry has a simple mantra her clients keep on sticky notes: “Talk like a human.” She explains that both funders and nonprofits want the same thing a genuine conversation with the people behind the work. In a world where messages all start to sound the same, authenticity becomes a competitive advantage.

Finally, she makes a case for something too many organizations avoid: asking for help and budgeting for it. Growth requires investment in expertise, capacity, and support systems, and boards should be champions of that, not roadblocks.

If your nonprofit is ready to fund the plan you actually want, not the one you can barely afford, this episode will leave you with momentum and a smarter path forward.

#TheNonprofitShow #NonprofitManagement #FundraisingStrategy

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Nonprofit leaders are staring down a new funding reality and Ben Cooley, CEO of Maxwell and Marie, arrives with the kind of energy that turns anxiety into action. In this conversation, Ben makes the case that “development” is no longer a department it’s a shared posture across the whole organization. When revenue streams shift and donor expectations rise, sustainable growth comes from culture, systems, and a leadership voice that people trust.

Ben draws on his own path scaling a nonprofit from a basement operation to work across 12 countries, with dozens of offices and nearly 1,000 staff. That experience fuels a blunt message for today’s moment: government and institutional funding patterns have changed, high net worth giving is evolving, and donor behavior is more selective than ever. The solution is not panic, it’s diversification and public fundraising strength that can weather storms.

The discussion challenges the way nonprofits talk about donors. Ben and host Julia Patrick point toward a refreshed mindset where supporters increasingly behave like philanthropic investors, expecting clarity, measurable outcomes, and proof of execution. Stories still matter, but numbers and outcomes must become part of everyday language, not just a grant report.

Ben’s rallying call is cultural and operational. “Your resources are in your relationships,” he says, and that means every staff member can contribute to growth. His mantra is simple and powerful: “Everyone needs to be a fundraiser and everyone needs to be a friend raiser.” The conversation also moves into stewardship, where gratitude becomes a strategy, not an afterthought. Ben shares an unforgettable reminder that systems create results, and leadership sets the tone for momentum.

If your organization is wondering how to meet goals in uncertain times, this inspiring convo offers a strong playbook: build rhythms, modernize engagement, prioritize relationship-based growth, and lead with hope that moves people to act.

00:00:00 Welcome and why mindset matters in fundraising
00:02:05 What Maxwell and Marie does and Ben’s scale up experience
00:03:36 Why funding streams are fragile and revenue diversity matters
00:04:50 Government and institutional funding shifts and what it means now
00:06:39 High net worth donor behavior change and impact measurement expectations
00:08:26 Storytelling plus metrics moving from emotion to proof
00:11:09 Development is everyone’s job fundraiser and friend raiser culture
00:15:29 Stewardship after peak giving season keeping donors engaged year round
00:18:16 Donor perspective charity ratings innovation and why donors choose you
00:18:40 Gratitude systems the thank you call that changed giving
00:21:25 Leading in hard times language culture and rallying the team
00:27:20 Time of action get visible practice the ask and adapt fast

TheNonprofitShow #NonprofitFundraising

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This lively Fundraisers forum delivers real-world guidance on the operational side of fundraising and nonprofit management. Cohosts Julia Patrick and Tony Beall tackle a range of audience-submitted questions that reflect the day-to-day realities facing development professionals and nonprofit leaders.

The conversation opens with a thoughtful discussion about who should pay for professional association memberships, such as AFP. Tony makes a compelling case for organizational investment in staff growth, noting that these memberships provide far more than education. They create peer connection, shared problem-solving, and emotional support in a profession that can often feel isolating. Julia reinforces this with a story from a local chapter event where a fundraiser left feeling renewed and ready to keep going — a reminder that community can directly influence staff retention and performance.

Next, the cohosts address a governance question many nonprofits wrestle with: who sees the strategic plan and fundraising goals? Tony outlines a clear division of roles. Boards and senior leadership help establish the goals, while staff design the strategies to achieve them. Most importantly, these plans should be communicated organization-wide. As Julia puts it, “if people don’t know where the organization is headed, they can’t help move it forward.”

Email communications strategy also gets attention, with insights on sender credibility, leadership visibility, and the technical role email platforms play in engagement rates. Julia shares that American Nonprofit Academy reaches 43,000 subscribers monthly, underscoring how metrics like open rates influence decision-making and timing.

The fast-paced convo also covers the importance of maintaining an up-to-date case statement, describing it as a living fundraising tool that should evolve alongside the strategic plan. Finally, Tony breaks down the distinctions between corporate relations and foundation relations, clarifying differences in funding cycles, expectations, reporting, and relationship management.

Nonprofitfunding #FundraisingStrategy #TheNonprofitShow

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In this energizing conversation, Ann Fellman, Chief Marketing Officer at Bloomerang, provides a data-forward look at what donors will expect in 2026—and what that means for the business of fundraising. The conversation opens with a “hopeful reframe” rooted in fresh research: Bloomerang conducted a national survey of 1,000 U.S.-based donors in November 2025, and the findings point to a bright, measurable shift—not a collapse—in generosity.

Ann’s central message is numbers-backed and morale-boosting: donor behavior is changing, but people still want to give. As she puts it, “It’s not a decline in generosity. It’s a shift in how generosity shows up.” For nonprofit leaders, that shift demands smarter relationship strategy, not louder volume. Younger donors, especially Gen Z and Millennials, are “more relational,” seeking belonging and alignment. Ann expands the classic “time, talent, treasure” framework with two additional drivers—testimony and ties—because social proof and community can be the catalyst that converts interest into giving.

Several statistics land like actionable business insights. Gen Z respondents were twice as likely as Baby Boomers to give after a positive interaction, and 21% said they were influenced by a celebrity or peer. Millennials showed strong values alignment, with 43% prioritizing shared values. Meanwhile, channel strategy needs a reset: donation sites and nonprofit websites remain leading channels, with 48% of Millennials gravitating toward website giving. Yet the surprise data point for 2026 planning is direct mail: Gen Z reported being twice as likely as older generations to give via direct mail—often because tactile outreach can lead to digital conversion through QR codes.

Trust also emerges as a major retention lever. Ann shares that 70% of Americans have done recurring giving, signaling confidence in mission and stewardship, while Gen Z is the most likely generation to stop giving when trust erodes. The operational mandate is clear: personalized, timely, segmented communication that respects attention. In Ann’s words, “Personalization is not a nice to have… it’s going to be a must to have.”

TheNonprofitShow #NonprofitFundraising #DonorEngagement

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Every nonprofit says they want board meetings that are strategic, energizing, and worth everyone’s time. And yet… so many board meetings still feel like a quarterly endurance test: long decks, last-minute prep, and a live meeting that turns into a read-aloud.

We visit with Robert Wolfe, CEO and founder of Zeck—to reimagine how boards and leadership teams communicate—because meeting design is not a “nice-to-have.” It’s a capacity issue. When leaders burn 100–150 hours building decks and board members struggle to engage with clunky PDFs, the mission pays the price.

Robert shares the origin story behind Zeck, built from his experience as an operator who lived the board-meeting grind firsthand. He’s refreshingly blunt about the tools we still tolerate: “No one in the world would wake up in the morning and read their news in a PowerPoint slide deck.” And he makes a bold comparison that lands for any executive team trying to modernize: “Zeck is to board meetings as DocuSign is to signing your contracts and agreements.”

The conversation focuses on what matters for nonprofit business operations: saving staff time, boosting board participation, and moving governance work out of the live meeting and into smarter pre-work. Robert walks through practical innovations like pre-voting (so approvals don’t eat the first 45 minutes), analytics that show engagement (and create healthy peer pressure), and AI features that support content creation—without turning every boardroom comment into a permanent artifact.

If your board meetings create dread, drag down morale, or result in rubber-stamp decisions, this episode offers a modern path forward—one that respects time, improves decision-making, and helps leaders stay focused on outcomes, not formatting.

TheNonprofitShow #Zeck #BoardGovernance

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The Great Wealth Transfer is already in motion, and Gen X is standing in the receiving line! Wendy F. Adams, CFRE, CEO of Cultivate for Good and longtime friend of the show, brings a leader’s lens and a fundraiser’s candor to a question many nonprofits still avoid: Who inherits donor loyalty, and what are we doing to earn it? She shares a personal story that makes the business case impossible to ignore—after her mother passed, Wendy discovered a long list of recurring gifts to multiple organizations. The dollars were real, consistent, and meaningful. The relationship? Nearly invisible.

Wendy introduces a practical concept that flips stewardship into a forward-looking strategy: the “beneficiary checkup.” Instead of waiting until a donor is gone and the organization is forced into an awkward conversation, Wendy challenges nonprofits to invite beneficiaries into the relationship now—while the donor can celebrate impact, and while the next decision-maker can form a real connection.

The episode presses on a tough truth: recurring donors are often treated as “set it and forget it,” and that quiet neglect can become a revenue cliff when a family member inherits the decision. Wendy also speaks directly to Gen X expectations: they want clarity, outcomes, and honesty, not glossy language. As she puts it, “Proof beats poetry.” And when it comes to legacy decisions, she’s blunt: “Give it to us straight and keep us a part of the dialogue.”

For leaders and boards, the call is simple: build confidence around assets, legacy tools, and storytelling that shows what happens because someone invested. The wealth is moving. The question is whether your nonprofit will be part of the next chapter—or quietly left behind.

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Nonprofit financial leaders are being asked to do more with less, manage rising risk, and still advance mission with confidence. Dr. Stephanie Rose-Belcher, COO of JMT Consulting, provides a forward-looking conversation on FinTech forecasts and what nonprofit executives must be preparing for now.

Dr. Rose-Belcher reframes finance as the operational backbone of nonprofit leadership, not a barrier. She opens by addressing cybersecurity, urging leaders to view it as a governance, compliance, and financial responsibility rather than an IT task. “This is not an IT issue. This is an everybody issue,” she explains, placing accountability squarely with executive leadership and boards. With donor data, financial systems, and integrated platforms increasingly interconnected, leaders must treat cyber readiness as an enterprise-wide business risk.

From there, the discussion moves to platform strategy. Rather than promoting a one-size-fits-all solution, Dr. Rose-Belcher challenges nonprofit leaders to take ownership of their technology ecosystem. The responsibility, she explains, is not simply to buy tools, but to understand workflows, integrations, return on investment, and the operational change required to realize value. Finance leaders, often serving as what she calls “accidental technologists,” must either develop this fluency or intentionally bring in expert guidance.

Predictive analytics emerges as a defining leadership capability for 2026. Dr. Rose-Belcher encourages nonprofit financial teams to move beyond static annual budgets toward rolling forecasts and scenario planning. By modeling funding shifts, cost changes, and operational risks throughout the year, finance teams can elevate their role from record-keeping to strategic decision support.

Talent constraints also surface as a pressing leadership challenge. With fewer trained accountants entering the field and nonprofit compensation pressures persisting, leaders must focus on skill development, retention, and creative workforce pipelines. Dr. Rose-Belcher shares how JMT is investing in long-term intern programs to strengthen the sector as a whole.

The episode closes with a powerful leadership message: finance teams must act as strategic partners and educators across the organization. “We consider finance the enabler of the mission, not the blocker,” Dr. Rose-Belcher notes—a mindset shift that can transform silos into shared stewardship.

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We sit down with Keith Mestrich, Senior Advisor of Nonprofit and Foundation Partnerships at Crescent Cares, for a great nonprofit business conversation. As nonprofit leaders step into a new year filled with uncertainty and rapid change, Keith offers a clear message: finance isn’t a back-office function to tolerate—it’s one of the strongest tools a nonprofit has to stay steady, make smarter decisions, and keep programs moving when conditions shift.

Keith shares that early in his nonprofit CFO journey, he drew a firm line about how the role should operate: “As the CFO, I’m a full partner, just like any of your other programmatic partners are.” That idea sets the tone for the discussion. When finance is treated as an equal partner—connected to program strategy, staffing, and planning—leaders gain visibility into what’s possible, what’s risky, and what’s sustainable. Keith also explains why finance is often sidelined in the sector: many nonprofit executives rise through program excellence and suddenly inherit budgets, banking, insurance, and reporting—without ever being trained for the business mechanics.

From there, the conversation shifts to technology decisions that can protect both time and dollars. Keith uses a simple example that lands with almost every organization: paper checks. Moving payments and processes into modern systems can increase speed, reduce cost, strengthen tracking, and lower exposure to fraud. He also points to the growing potential of analytical tools and AI to strengthen forecasting—helping leaders anticipate cash-flow pinch points and plan ahead instead of reacting late.

Scenario planning becomes another centerpiece, and Keith keeps it approachable: you don’t have to create a plan for every possible situation. Focus on two major categories—key personnel changes and major financial impacts—and walk through what you would do if something shifted quickly. He emphasizes that this is a management responsibility, while boards should ensure it’s happening and revisited regularly.

Finally, Keith reframes risk management as something that supports confident leadership, not fear. As he puts it, “The bad guys know that our sector isn’t as sharp… They target us.” Reviewing insurance, cyber readiness, and coverage levels isn’t glamorous—but it’s part of protecting the mission with the same care you bring to programs.

TheNonprofitShow #Nonprofitboards #NonprofitFinance

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In the nonprofit world, “funding” is often treated like a finish line. But in this conversation, Gloria Dixon—Executive Director and Director of Philanthropy at the BECU Foundation—frames it as something more useful: a long-term business relationship built on trust, clarity, and shared accountability.

Gloria begins with BECU’s origin story, rooted in cooperative problem-solving: in 1935, Boeing employees pooled money in a tin box so colleagues could buy the tools they needed to work. That same “people helping people” ethos still shapes how BECU shows up today—through products and services, employee volunteerism, and philanthropic partnerships designed to strengthen community financial health.

From there, the discussion moves into what many nonprofits are feeling right now: shifts in funding, rising uncertainty, and the need to adjust strategy without losing momentum. Gloria makes the business case for longer-term, larger-dollar commitments—because multi-year stability gives nonprofits room to plan, staff, and deliver outcomes instead of living in perpetual fundraising churn. She explains trust-based philanthropy as a power shift that respects expertise closest to the work: “We have to trust them to do the work…give them the funding they need… and then just get out their way so they can do the best work.”

That mindset shows up in BECU Foundation’s approach to grants. Instead of long, technical applications, Gloria’s team prioritizes conversation and relationship—practical for a small staff overseeing partnerships with nearly 300 nonprofits annually, and aligned with how trust actually gets built. Reporting expectations, she explains, vary by the size and structure of the partnership—light-touch for small, one-time support, and more defined reporting for multi-year agreements.

Perhaps the most refreshing business lesson is Gloria’s view of “competition.” In her words: “There is no competition, never.” The goal isn’t brand ownership—it’s maximizing community outcomes. BECU also adds value beyond checks: their name can signal credibility to other funders, they share partner insights across philanthropic networks, and they even play matchmaker—connecting senior executives to nonprofit board opportunities when leadership talent is needed.

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The Great Wealth Transfer is no longer a future talking point—it is unfolding right now, and nonprofit organizations that are not prepared risk watching history pass them by. Cohosts Julia C. Patrick and Tony Beall confront what may be the most consequential financial shift the nonprofit sector will ever face: an estimated $90–$100 trillion moving between generations, with $12–$18 trillion potentially directed toward charitable causes.

The urgency is unmistakable. While awareness of the wealth transfer exists, Julia and Tony raise a sobering concern: most nonprofits are still treating this moment as business as usual. Traditional planned giving conversations are happening, but without the staffing depth, board expertise, or internal policies needed to responsibly handle what is coming. As Tony notes, “It’s going to happen. It’s the largest transfer of wealth in history, and nonprofit organizations need to think about how they are ready for it right now.”

The conversation exposes a hard reality—many development teams are already stretched thin, juggling events, grants, membership, and major gifts. Expecting those same teams to manage estate gifts, complex assets, and family dynamics without focused expertise is risky. Julia warns that this lack of preparation could result in missed gifts, internal conflict, or worse—board fractures triggered by ethical or values-based disputes over donor sources.

The episode also widens the definition of wealth itself. Beyond cash, nonprofits must be prepared to assess real estate, securities, collectibles, and even intellectual property. Julia shares examples that range from transformative royalty gifts to deeply problematic asset donations that create storage costs, legal exposure, or reputational strain. Without clear gift policies in place, organizations may accept assets that cost more to manage than they ever generate.

Perhaps most alarming is the human side of the transfer. Julia and Tony describe real cases where heirs contested legacy gifts, leaving nonprofits entangled in legal and emotional turmoil. These situations underscore the need for deeper donor relationships that include family members—not just the donor alone.

This episode makes one thing clear: readiness is no longer optional. Policies, staffing, board composition, and professional advisors must be aligned now, not later. As Julia reminds viewers, this moment will not wait. The organizations that act decisively will serve their missions for decades to come—those that don’t may never get a second chance.

TheNonprofitShow #FundraisersFriday

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With the kind of energy that makes you sit up straighter: Tim Sarrantonio, now Chair of the Fundraising Effectiveness Project (FEP), leads a boardroom-level conversation about one of the biggest business threats to nonprofits today: misinformation.

Tim pulls back the curtain on what FEP actually is—an ambitious collaboration where major CRM and data partners contribute anonymized giving data that is organized into a secure warehouse overseen by GivingTuesday and the AFP Foundation. The result: monthly, real-world insights into donor behavior at a scale that fundraisers rarely get, and fast enough to influence decisions in real time. For nonprofit leaders trying to forecast revenue, frame strategy, or explain retention trends to a board, this is not “nice-to-know” information—it’s operational intelligence.

From there, the discussion pivots into how misinformation sneaks into our sector: vendor marketing that cherry-picks success stories, “benchmark” claims without context, and social posts engineered for clicks rather than truth. Tim’s advice is blunt and practical: follow the sources, examine methodology, and treat data as a tool for leadership—not a headline to repeat. As he puts it, “All data is the electronic representation of relationships.” That single line reframes retention drops and donor shifts as more than numbers—they’re signals about trust, connection, and experience.

The conversation closes with a future-facing lens on AI. Tim urges nonprofits to treat generative tools like a junior staff member—helpful, fast, and absolutely in need of editing. He even teases a new project: an educational role-playing game for fundraisers that uses AI to interpret workshop artifacts and accelerate learning. The takeaway is clear: in a world full of noise, nonprofits win by becoming disciplined stewards of evidence, context, and credibility.

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In 2026, nonprofit finance isn’t just about reporting what happened — it’s about shaping what happens next. Ellie Hume (Regional Director, at Your Part-Time Controller) leasds a forward-facing conversation on financial leadership that starts with one powerful idea: your organization’s strongest advantage is what you choose to control.

If your nonprofit is ready to “spiral up,” this episode offers a finance-and-management playbook that turns mindset into momentum—so you can stay steady, stay strategic, and stay fundable.

Ellie reframes today’s uncertainty—funding volatility, staffing pressure, new compliance expectations—as a call to build resilience through intentional decisions. She challenges leaders to stop relying on “SALI” (Same As Last Year) and instead strengthen revenue diversification: monthly giving programs, new grant relationships, and smarter prospecting that expands beyond familiar funders.

From the finance seat, Ellie makes scenario analysis feel practical and doable. Build multiple budget versions, monitor what’s changing, and be ready to adjust the levers as reality shifts. Financial data becomes fuel for action when it’s used for forecasting and decision-making—not just for looking in the rearview mirror.

The conversation also brings AI down to earth. AI isn’t “coming someday”—it’s already embedded in accounting systems and donor databases. Ellie talks about adopting tools with purpose, using them to reduce administrative drag, increase speed, and free staff to focus on higher-value work. As Ellie puts it: “Control what you can control, and that is your mind and the actions that result from what you want to do.”

Finally, Ellie connects governance, compliance, and cybersecurity to financial stewardship. Cyber risk and fraud are rising, and boards have fiduciary responsibility to protect organizational assets. That means budgeting for safeguards, setting internal guardrails for AI use, and even seeking funding specifically for infrastructure that protects mission delivery.

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Why don’t nonprofit boards do their work — and what can executive leaders actually do about it? In this episode we welcome back executive coach, author, and speaker Hardy Smith, creator of the Amazon bestseller Stop the Nonprofit Board Blame Game. Hardy tackles the question nonprofit leaders lose sleep over: when boards underperform, is the problem really “the board”… or the way we build the board?

Hardy makes a bold case that disengagement often starts long before the first meeting — in recruitment that’s rushed, vague, and driven by panic. Too many organizations wait until seats are empty and the annual meeting is looming, then scramble to fill slots with “busy, well-known names” without real vetting or alignment. The result? Board members who cannot prioritize your mission, and leaders frustrated that nothing changes.

From there, Hardy goes straight to the business mechanics of governance: expectations, clarity, and accountability. If fundraising is part of board service, say it early. If meeting attendance matters, define it. If board members are being recruited for their influence, then design roles that actually use their influence. Hardy warns that when organizations avoid the “money talk” out of fear, they create a trust gap that’s hard to repair: “That’s called bait and switch. And it’s illegal.”

Most importantly, Hardy explains what makes great board members shut down: a board experience that wastes time. His prescription is practical and board-chair-ready—make meetings matter by structuring them around strategic progress, decision-making, and real conversation, not passive report approval. And if you want board ownership, involve them in the plan from the beginning—because as Hardy reminds us, “If they help bake the cake, they own the cake.”

Ready to stop blaming and start building a board that performs? This episode gives you a playbook to recruit with purpose, set expectations with confidence, and design meetings that earn engagement.

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Organizational assessments can sound intimidating—like a test, a grade, or a “gotcha.” We sit down with Joan Brown, Chief Operations Officer at Third Sector Company, to reframe assessments as one of the smartest business moves a nonprofit can make—especially during leadership transition.

Joan explains that a strong organizational assessment is not about blame. It’s a systematic look at operations, performance, systems, and culture to answer one question: Are we operating in the best possible way to serve our mission? The real value is that it creates clarity and alignment across the organization—so decisions can be made with facts, not feelings or assumptions.

This conversation is especially timely for boards and leaders navigating an interim period. Joan shares why assessment belongs at the top of the interim playbook: it builds a shared reality of where the organization truly stands. And that shared reality becomes the foundation for priorities, staffing decisions, resource deployment, and even a far more accurate CEO/ED job description—particularly after a long-term “legacy leader” has held an outsized set of responsibilities for years.

You’ll also hear the nuanced difference between transitions when a beloved CEO departs versus when a leader has been let go: in one case, people may defend the past; in the other, emotion can flood the process. Either way, a transparent and participatory assessment helps separate noise from truth and turns tension into forward motion.

Joan says it best: “The main goal of the assessment process is shared reality.” When nonprofits build that shared reality early—using data, participation, and transparency—they gain the power to prioritize confidently, stabilize culture, and position the next leader for success.

If your board is preparing for leadership change, facing recurring “fires,” or simply wants better decisions with limited resources—this episode is your push to start the assessment conversation now.

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2026 is already rewriting the fundraising playbook—and your nonprofit can’t afford to run last year’s plays. In this Fundraisers Friday conversation, Julia C. Patrick and Tony Beall lay out the business realities that will separate thriving organizations from the ones that stall out: AI adoption, the Great Wealth Transfer, next-gen talent shifts, and smart technology investment.

First, they make it plain: AI has moved from optional to operational. As Julia says, “AI now is not a nice to have. It is a must have.” But they also challenge leaders to use it with intention—protecting donor privacy, building internal standards, and using AI to improve work rather than replace human judgment and relationship-building.

Next, they turn to the Great Wealth Transfer—an unprecedented movement of generational assets that will reward organizations that build long-term relationships now. Planned giving can’t sit quietly on a webpage anymore. Your team needs a proactive approach, stronger data practices, and a donor experience that earns loyalty over time.

They also address the talent landscape: retiring leadership, the need to develop the next generation of fundraisers, and the reality that donor behavior has shifted. Next-gen donors want fewer commitments with deeper impact, fast and easy giving, visible transparency, and experiences that build trust.

Finally, they land on a theme every executive team should bring into budget season: technology requires true investment—time, talent, and treasure—and the ROI is found in better donor experiences, better systems, and stronger sustainability.

If your 2026 plan doesn’t include AI policies, planned giving momentum, and a tech strategy built for speed and trust—this episode is your wake-up call.

00:00:00 Welcome back and 2026 fundraising forecast
00:01:10 The Architecture of Fundraising and why it matters now
00:02:10 Trend 1 AI is a must have for fundraising
00:04:55 AI standards donor privacy and internal policy
00:06:00 Trend 2 The Great Wealth Transfer and what it means
00:07:15 Planned giving must become proactive
00:11:45 Trend 3 Retiring leadership and building next gen fundraisers
00:16:55 Next gen donor behavior what changed and why
00:20:45 Legacy giving impact over recognition
00:25:40 Tech adoption requires time talent treasure and ROI

#TheNonprofitShow #FundraisingStrategy

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Nonprofit work is purpose-driven, but the business reality is relentless: tight budgets, heavy caseloads, public scrutiny, and a pace that rarely fits inside “normal hours.” In this episode we welcome Rahul K. Maharaj, known as “Mr. Trauma Talks,” for a timely conversation about stress, trauma, and what leaders must do to protect the people who power the mission.

Rahul opens by reframing the myth of the “fresh start.” Many professionals don’t begin January renewed they begin January carrying last year’s exhaustion into a new calendar. That’s not just personal; it’s operational. When burnout becomes normal, performance dips, turnover rises, and the mission takes the hit. Rahul offers an empowering reminder that healthy culture is not a perk it is a productivity strategy. As he puts it, “Your worth is who you are.” That message lands hard in a sector where many teams have been conditioned to endure, absorb, and keep going.

The discussion also moves into Rahul’s children’s book Mellie and the Pandemic, a “labor of love” designed to help kids name emotions and start honest conversations early. Rahul explains how the story becomes a simple bridge between children, families, and schools, giving language to feelings that otherwise turn into frustration, isolation, or silence. Connecting this to the nonprofit sector’s front-line reality: we often serve people shaped by trauma, yet we rarely address the emotional load carried by our own staff.

From social media’s role in amplifying stress to the way workplace disrespect and discrimination compound pressure, Rahul makes a clear case: mental health support belongs inside organizational strategy. He even proposes a practical model organizations can adopt placing a trusted counseling professional within the workplace to provide consistent, confidential support.

This episode is a leadership call to action: build systems that help teams stay well, so they can do well and keep the mission strong.

NonprofitLeadership #WorkplaceWellbeing #TheNonprofitShow

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What if the biggest thing holding your nonprofit back isn’t budget, bandwidth, or the board… but the size of the goal itself?

In this energizing conversation, Julia C. Patrick turns the spotlight inward for a rare public coaching session with Keith Ellis, “The Impossible Success Coach.” Together they tackle a leadership problem every nonprofit executive and development team knows too well: the endless list of “important” goals that leaves you busy, stressed, and still frustrated come October.

Keith’s premise is bold: stop aiming for incremental wins and start committing to the goal you genuinely believe you can’t reach — the one you keep dismissing because it feels out of reach. Why? Because “normal” goals create too many options. If your organization wants to raise 20% more this year, you can name 1,000 tactics… and you’ll spend the year guessing which ones matter most. But when you pursue a truly audacious target, the noise fades fast. Suddenly, there are only one or two moves that can realistically change the outcome — and your operational strategy gets clean, focused, and decisive.

The conversation also goes straight at board dynamics. Julia asks the question every nonprofit leader has whispered after a board meeting: how do you keep governance from chasing shiny objects? Keith reframes it as leadership sales: connect the vision to what board members already want, then “herd the cats” toward one clear, motivating aim that’s bigger than everyone’s comfort zone.

Most powerful: the episode redefines success as more than results. Keith argues the real payoff is who you become while building the capacity to achieve the goal — and that’s exactly how nonprofits scale beyond last year’s limits.

“If you set an impossible goal, it’s actually easier to achieve than a normal goal.” — Keith Ellis

00:00:00 Welcome and transformational goals
00:01:26 Why Keith Ellis uses the word impossible
00:02:09 Wishes come true and you are your own genie
00:04:07 Why aiming bigger can make progress simpler
00:06:11 How to choose one goal instead of 100
00:09:04 Fundraising example 20% vs 200% vs 500%
00:12:40 Tracking goals and building motivation
00:16:40 Keeping boards focused and aligned
00:19:27 Preventing board disengagement when work gets hard
00:23:27 The real payoff becoming more capable
00:28:38 Homework question to find your audacious goal

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We welcome Katie Warnock, CEO and Founder of Staffing Boutique, for a “New Year Trend Forecasting” conversation—focused squarely on what nonprofit leaders must do to operate smarter, steadier, and more sustainably.

Katie opens with a morale boost that’s grounded in real numbers: philanthropy is getting culturally “cool,” even as many executive directors and development leaders report that fundraising has felt exhausting and uphill. She points to GivingTuesday results and rising volunteer participation as signals that generosity isn’t disappearing—it’s changing shape. When donors can’t always give more dollars, many still show up with time and energy. And for organizations, that means the business of fundraising still comes down to relationship strength and trust built over time. As Katie puts it, “relationships matter so much… who are they giving to… all the fundraisers that they’ve stayed connected with through the years.”

From there, the conversation turns practical: AI is no longer a novelty—it’s becoming a daily operating strategy. Katie shares how nonprofits can start small and immediately reduce drag in workflows: faster acknowledgements, cleaner data entry, and smarter automations inside fundraising systems. She also describes tools that tame inbox overload and speed scheduling—freeing leaders to spend more time on high-value work that only humans can do.

Then the discussion gets candid about operating in a heated political environment. Katie suggests nonprofits create scenario-based plans that anticipate policy shifts, funding constraints, and communication traps—so boards and leaders aren’t improvising under pressure. Finally, she names what many are privately feeling: cultural fatigue. Burnout at the top is real, and retention can’t rely on salary alone. Katie offers a menu of “value-add” investments—from professional development to flexible schedules—supported by listening systems in HR and a dedicated budget line.

It’s a trend episode with a strong business bottom line: sustainable mission delivery depends on smarter systems, healthier leaders, and talent practices that actually match today’s workforce realities.

00:00:00 Welcome and New Year trend forecasting kickoff
00:01:45 What Staffing Boutique does for nonprofits and education
00:03:24 Philanthropy is cool and what the data suggests
00:06:28 Why relationships still win when giving gets tough
00:07:05 AI as a day-to-day operating strategy for nonprofits
00:09:00 Inbox overload and AI tools that reduce admin time
00:11:13 AI agents as the next evolution of alerts and research
00:12:33 Planning for a heated political environment
00:18:37 Culture fatigue and leadership burnout in 2026
00:22:00 Retention through investment beyond salary increases
00:27:24 Closing thoughts on people, staffing, and execution

TheNonprofitShow #NonprofitLeadership #NonprofitHR

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If your nonprofit is staring at a funding gap in 2026: your money problem may actually be a structure problem. Host Julia C. Patrick welcomes Dr. Sharon Elefant of The Nonprofit Plug to talk about why grants and big gifts don’t “save” organizations when the foundation underneath is shaky—things like weak financial controls, unclear governance, founder-centric operations, burnout, and stalled growth.

Dr. Elefant frames it in plain language: when infrastructure is messy, even good funding becomes risky. She shares a real example of a funder walking into a site and asking, “What would you do with $100,000?”—and the leader couldn’t answer beyond “I need a million.” That moment exposes a common challenge: passion without business readiness. As Dr. Elefant puts it, “Funders don’t fund passion. They fund systems… impact… data… proven methodologies.” The practical shift starts with smaller, sharper thinking: her team asks clients, “What would you do with $5,000?” so leaders can articulate spending with purpose and credibility.

The duo then connects the dots to the daily realities nonprofit leaders face—grant reporting, accounting requirements, staffing ramps, and the inevitable pressure of post-award management, reminding viewers that grant dollars aren’t free; they demand operational strength. Together, they push the conversation toward healthier revenue design: Dr. Elefant suggests keeping grants to a manageable slice (she’s comfortable around 25%) and building the remaining 75% through stronger revenue streams like major donors, sponsorships, partnerships, and especially program service revenue. She normalizes earned income with examples nonprofits already recognize—hospitals, daycares, universities—and shows how fees can expand access through sliding scales and subsidized services.

The episode lands on relationships and board performance: cultivate funders like humans, ask them what they want, and bring mindset training to the boardroom with clear expectations, accountability, and the courage to treat board service like real work. Sustainable funding follows sustainable operations!

00:00:00 Welcome to 2026 and today’s funding reality check
00:01:32 What The Nonprofit Plug does
00:03:18 Why funding problems are structural problems
00:04:46 The $100,000 question leaders struggle to answer
00:06:40 The $5,000 question that builds real clarity
00:09:22 Why grants are episodic and can’t create sustainability
00:11:38 A realistic grant percentage and smarter revenue balance
00:12:13 Program service revenue explained and why it’s ethical
00:14:24 Contracts with schools and government as revenue pathways
00:18:17 What funders want now trust outcomes survival
00:20:48 Funder cultivation relationship building that wins
00:24:36 Getting boards to shift mindset and raise expectations

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how nonprofits set goals that actually move revenue, relationships, and results. They start with the metric many teams avoid because it can be a rude awakening: donor retention. Tony walks through a simple way to calculate it, then connects the number to what leaders feel every day, time and budget pressure. His reminder lands like a CFO truth bomb: “The data doesn’t lie.” If your team assumes things are fine because a few familiar names show up at events, this episode brings you back to reality and gives you a starting point for a better plan.

From there, the conversation turns to relationship depth. The point is not endless list building. It is quality over quantity, supported by segmentation and donor tiers, and backed by a pipeline you can actually manage. Julia frames it in plain business language: your pipeline is not a vague hope, it is a set of lanes that deserve goals, tracking, and steady motion all year, not a December scramble driven by board pressure and gala season.

They also press into revenue diversification, especially when grant and government dollars can shift quickly. Multiple lanes are not just safer, they keep fundraising work more sustainable for the humans doing it. Then they move to data and tools: a robust CRM, mobile access, timely notes after donor meetings, and capacity building funding that can help pay for the systems and training.

Finally, they tie it all together with culture. A culture of philanthropy means everyone owns the donor experience, including customer service, and teams can celebrate other organizations’ wins without losing confidence.

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Year-end doesn’t “arrive” in nonprofits so much as it ambushes us. And that’s exactly why this conversation with John Tiso, VP of Revenue and Service Delivery at JMT Consulting, and Buu Lình Tran, SVP of Financial Solutions at JMT Consulting, feels like a shot of espresso for your finance, accounting, and operations leadership.

Host Julia C. Patrick frames the real business challenge: you’re not only closing the books you’re leading humans through a high-pressure stretch where accuracy, speed, and collaboration all collide. Buu Lìnn makes the case that strong leadership is less about pushing harder and more about supporting smarter: assess what your staff truly needs, invest in process improvement, and use technology intentionally to make work easier and outcomes stronger.

John brings the mindset shift that separates “we survived year end” from “we built capacity for next year.” Organizations that resist change until it’s unavoidable end up reacting at the worst possible moment. His blunt truth is the most liberating: “Get ahead of it and you’ll be soaring high.” That applies to financial operations, system adoption, and the way leaders set expectations for learning.

A standout takeaway: training can’t be a one-and-done event. Repetition matters and Buu Lình offers a practical solution: short, reusable “refresh” videos that staff will actually watch, plus an easy onboarding asset when roles change midstream.

Then the conversation turns to the big nonprofit efficiency leak: fundraising and finance teams operating with separate data, separate definitions, and a quiet trust gap. The fix is proactive alignment deciding now what data you’ll need later, naming data owners, and building a unified approach so teams stop competing and start collaborating.

Finally, they zoom out to strategic tech leadership: someone must serve as the connector across departments, guiding decisions so systems and data work together instead of multiplying confusion. Bottom line: year-end leadership is not paperwork it’s performance architecture!!

TheNonprofitShow #NonprofitLeadership #NonprofitFinance

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Starting a nonprofit is often treated like a simple administrative step: fill out a few forms, wait a bit, and you’re off to the races. But in this episode, Julia C. Patrick and cohost Ellie Hume sit down with Christian LeFer, CEO of Instant Nonprofit, to talk about what it really takes to launch—and sustain—a mission-driven organization with business discipline.

Christian shares how many founders arrive at the nonprofit moment almost accidentally: the garage is full of dog crates, the community is offering in-kind support, and suddenly you need the legal structure to accept gifts, operate credibly, and stay compliant. Yet traditional paths can be slow, expensive, and confusing—often pushing would-be leaders into delays, missteps, or burnout before they’ve built momentum.

Instant Nonprofit positions itself as a modern, founder-friendly alternative: a guided, contextual process that handles formation through IRS approval and then keeps organizations on “autopilot” for ongoing maintenance. The real business takeaway is not just speed—it’s reducing operational friction so leaders can move from idea to execution without losing energy, donors, or board engagement along the way.

A memorable moment comes when Christian explains his “love letter to a bureaucrat” approach—designing filings to make a reviewer’s job easier, which accelerates outcomes and lowers risk. “Money is just a flow of energy… it’s really a river, and my job is to unblock the obstacles in that river,” he says, connecting formation, compliance, and financial management to the same leadership mindset: clarity, structure, and forward motion.

TheNonprofitShow #NonprofitLeadership #NonprofitOperations

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Consistency is not glamorous, but it’s the engine that keeps a nonprofit’s business model running when the calendar flips and the pressure spikes. In this conversation with Matt Glazer, Founder and CEO of Blue Sky Partners (Austin-based, national reach), we talk about building consistent engagement without burning out your team or betting the whole year on a Q4 miracle.

Matt brings a practical operator’s lens: simplify what repeats, template what you can, and stop trying to cram “97 things” into the final stretch. His philosophy is steady, sustainable progress that makes room for reality—staff illness, unexpected disruptions, and capacity limits—so quality doesn’t collapse under urgency. As Matt puts it, “I’m a big believer in doing a little bit of work a lot of the time.”

From there, the conversation gets sharply useful for fundraising and stakeholder communications. Matt challenges the sector’s fixation on “unicorn donors” and reminds us that the so-called boring work—like building a sustaining donor program—creates real stability. He shares a concrete example from his early nonprofit leadership: by repeatedly communicating the value of monthly giving, his organization grew from zero sustainers to $7,000 per month, proving that small gifts, stacked with intention, can fund real infrastructure.

The discussion also tackles a leadership truth many avoid: in many nonprofits, clients and customers are not the same people. Funders may be the “customer” demanding reporting and outcomes, while beneficiaries deserve asset-based language and authentic voice. To bridge those realities, Matt recommends human-centered design tools—journey maps, empathy maps, and personas—to understand how people experience your organization and where alignment between mission, funding, and community needs can become a win for everyone.

Finally, Matt introduces decision trees as a way to improve donor asks and engagement pathways by learning not only what people choose—but why they didn’t choose the other option. That’s how your nonprofit can turn assumptions into strategy and strategy into revenue!

TheNonprofitShow #NonprofitLeadership #FundraisingStrategy

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Founder syndrome gets tossed around like a diagnosis, but this conversation reframes it as a leadership and governance challenge that shows up in real nonprofit operations: decision rights, communication, accountability, and the organization’s ability to scale beyond one person’s willpower.

Guest Brittan Stockert (Donorbox) opens by rejecting the blame-heavy tone of the phrase and naming the real risk: “Founder syndrome is really when… you treat your nonprofit as if it’s yours personally… as opposed to something that you’re caring for on behalf of the people it’s serving.” From there, she maps how the issue can quietly spread through an organization: communication gaps, staff checking out, hesitation to propose new initiatives because leadership might swoop in, and small delays that snowball into major financial consequences. When reimbursable grants are submitted late, when board decisions stall, when donor communications feel inconsistent, funders and supporters notice. The result isn’t just drama it’s revenue disruption, talent loss, and the evaporation of institutional memory.

Cohost Wendy F. Adams, CFRE (Cultivate for Good) adds a sharp leadership lens: founders often need grit to build, but “grit becomes gridlock” when control replaces stewardship. Together with Julia C. Patrick (American Nonprofit Academy), the discussion turns practical: guardrails that are both procedural and human. A succession plan matters, but so does the emotional transition. Brittan shares what she’s seeing in stronger organizations: executive coaching to normalize the shift, plus simple monthly 20-minute huddles that surface misalignment early—before it becomes boardroom blowups.

The governance takeaway is direct: diversify boards beyond the founder’s inner circle, broaden “diversity” to include lived experience and day-to-day nonprofit understanding, and use term limits and talent assessment to reduce power bottlenecks. Year-end pressure amplifies everything, but the bigger message is timeless: sustainable nonprofits design systems that protect mission, people, and revenue—even when leadership is changing.

00:00:00 Welcome and today’s topic founder syndrome
00:02:45 What Donorbox is and why nonprofits use it
00:04:20 Redefining founder syndrome as behavior and stewardship
00:05:30 Real world signs control patterns and staff impact
00:09:40 The slow feedback cycle communication gaps to revenue loss
00:12:15 Grit becomes gridlock naming the turning point
00:14:45 Guardrails succession plans and executive coaching
00:15:45 Monthly 20 minute huddles to stop problems early
00:18:30 Board governance redesign lived experience and independence
00:26:35 Year end pressure sector stress and fixing systems

TheNonprofitShow #NonprofitLeadership #BoardGovernance

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Fundraisers Friday is back, and Julia C. Patrick and Tony Beall (Mr. Nonprofit Consultancy) tackle a topic that quietly runs the business side of fundraising: donor tier levels. If you’ve ever stared at your donor list and wondered, “Where do we start, and how do we keep this manageable?” this episode is your playbook.

They begin with the “why.” Tony frames donor tiers as a practical operating system, not a fancy fundraising accessory. Done well, tiers let you personalize messaging and protect your time by matching stewardship to giving level and relationship needs. In other words: less guessing, more intentional workflows. Tony puts it plainly: “The tiers really help you… organize your workflow and your bandwidth.” That’s a business benefit every nonprofit can appreciate, whether you’re running development solo or leading a full team.

Julia reinforces that tiers help organizations stop spinning their wheels. Once you know who’s in which group, you can plan communications, offers, and engagement with purpose instead of defaulting to blank-stare marketing meetings. As she says, “It kind of like helps you steer the ship.” The cohosts also emphasize that tiers are not “grades.” You’re not ranking human worth—you’re segmenting so you can communicate better and build a healthier donor experience.

From there, they move into how to set tiers responsibly: start with your giving data, avoid “one-size-fits-all,” and keep the number of tiers realistic (think three to six for most organizations). They also talk about naming your tiers for easier internal coordination and stronger external marketing—especially when the names align with your mission or community identity.

A standout real-world lesson comes from Julia’s local public radio example: a tiny, smart monthly ask (“just $5 more”) designed to move sustainers up a level. The business takeaway? When tiers are built on data and paired with clear value, you can create predictable pathways for donors to grow with you—without making it feel heavy or salesy.

00:00:00 Welcome to today’s topic donor tiers
00:01:10 Who Julia Patrick and Tony Beall are
00:01:42 The Architecture of Fundraising book and why it helps
00:03:48 Why donor tiers matter personalization and bandwidth
00:06:33 Build tiers from your own giving data
00:07:10 Donor tiers are not donor grades
00:08:37 How many tiers is too many three to six
00:09:16 Donors vs members and tier differences
00:10:16 Monthly sustaining donors as a unique tier
00:11:45 The five dollars more example and smart upgrades
00:14:20 Naming donor tiers for marketing and internal clarity
00:20:41 Perks swag and mission aligned benefits plus CRM and data

#FundraisersFriday #NonprofitFundraising #TheNonprofitShow

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Finishing the year “strong” is not just a slogan for nonprofit leaders; it’s a finance and operations project. Regional Director Ellie Hume from Your Part-Time Controller walks through five concrete steps to wrap up the year with fewer surprises and more control.

She starts with yearend giving appeals. Too many organizations accidentally lock donations into narrow buckets by saying things like “your gift will buy two backpacks.” Donors then reasonably assume their dollars can only be used for that purpose. Ellie urges development and finance to work together on language so appeals connect to mission without boxing funds into restrictions the organization never intended.

Next, she turns to scenario planning and timing. December is often halfway through the fiscal year for June 30 year end organizations and just after the budget has been approved for calendar year nonprofits. That makes it a perfect time to revisit assumptions, test “what if” scenarios, and adjust to shifting funding realities instead of waiting for a crisis.

Ellie then pairs this with strategic planning, reminding viewers that a three or five year plan can’t sit on a shelf. Boards and executives need to treat it as a shared roadmap, check progress regularly, and bring staff into the conversation. As she puts it, “If your staff is not bought into your strategic plan, it's going nowhere.”

Finally, she gets very practical: start 1099 and audit preparation now. Confirm W 9s, addresses, tax IDs, and vendor coding before January chaos sets in. Pull last year’s audit checklist, gather board minutes, grant agreements, policies, and make sure reconciliations are current. That preparation reduces stress for finance, the executive director, and external partners, and it frees up capacity when the sector is under increased scrutiny.

Throughout, Ellie frames finance as a strategic partner, not just report producers. The goal is a nonprofit that is calm, compliant, and ready for whatever the new year brings.

00:00:00 Welcome and Ellie Hume introduction
00:02:30 YPTC growth and new Chicago and Seattle offices
00:05:30 Why relationships matter in nonprofit finance
00:07:20 Year end appeals and unintentionally restricted gifts
00:11:45 Scenario planning at calendar and fiscal year midpoints
00:14:20 Keeping multi year strategic plans active and shared
00:18:30 Getting staff genuinely engaged in the strategy
00:19:50 Early 1099 preparation and W 9 best practices
00:22:10 December audit prep using last year checklists
00:24:45 Reducing stress and freeing finance to be strategic

YearEndNonprofitFinance #NonprofitAccounting #TheNonprofitShow

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Around the world, women and girls walk long distances every day to fetch water, losing education, income, and safety in the process. On this global episode of The Nonprofit Show, we welcome Shilpa Alva, founder and executive director of Surge for Water, beaming in late at night from Samarkand, Uzbekistan. From the first moments, Shilpa reframes water as a gendered economic issue, not just an infrastructure problem. As Shilpa puts it, “The water crisis is a woman’s crisis” — and it is also a profound injustice baked into race, gender, and geography.

Shilpa walks us through Surge’s “water plus” model: safe water, sanitation, hygiene, and menstrual health, all rooted in a woman centered, community owned approach. Surge does not parachute in solutions; it backs local leaders in rural Uganda, Indonesia, and Haiti so they can design and manage what their communities truly need. For nonprofit executives, the business implications are huge: the World Bank estimates a twenty one to one return for every dollar invested in comprehensive water access, yet most funders still treat water as a narrow infrastructure line item instead of a generational prosperity strategy.

The conversation then moves into power, money, and the shifting landscape of international aid. With government funding cuts shaking the sector, organizations that once relied on large public grants are now competing for the same corporate and individual donors as smaller NGOs. Surge has navigated this by diversifying its revenue model between the United States and Dubai, and by building creative fundraising events that attract sectors like design and architecture into the water conversation.

Shilpa is candid about decolonial practice and the uncomfortable truth that international NGOs are part of a historic power structure. Surge actively works to reduce that power imbalance so local partners shape solutions and control implementation. SurgeForWater.org shows us all how to align mission, funding strategy, equity, and storytelling.

00:00:00 Global welcome and introducing Shilpa Alva from Uzbekistan
00:02:23 What Surge for Water does and the water plus model
00:04:03 Why the global water crisis is a women centered injustice
00:07:01 Lost hours, education, and income cost of water collection
00:08:52 Respecting local roles while shortening the walk and reducing harm
00:11:37 Making distant donors care storytelling and climate connections
00:13:13 Creative events and interior design partners as a fundraising engine
00:14:50 Aid cuts, USAID shifts, and new competition for nonprofit funding
00:15:52 Decolonial practice and sharing power with local leaders
00:21:18 How Surge builds trust with next generation donors and partners
00:22:46 Metrics versus stories choosing humanity while still tracking results
00:27:23 Funding wins, 2026 expansion plans, and Shilpa’s hopeful vision

TheNonprofitShow #WaterJustice #WomenInLeadership

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Donor retention is not just a feel good metric it is one of the most powerful levers in the business model of a nonprofit. We sit down with Kirsten Wantland, Principal Industry Strategist at Bloomerang, to explore how organizations can move beyond fear and confusion and actually use retention data to protect revenue and grow lifetime value.

Kirsten begins by explaining her new role at Bloomerang, serving as a bridge between fundraisers in the field and the engineering and product teams. She brings frontline development experience directly into the CRM design process and is now helping shape Penny, Bloomerang’s new AI strategic fundraising partner. Penny will guide staff on which segments to work, what messages to send, and where to focus limited time so small teams can function like much larger shops.

From there, the conversation turns to why traditional retention tracking leaves so many nonprofits stuck. Measuring retention once a year on a calendar basis keeps leaders in a reactive posture, staring at last year’s results instead of managing today’s risks. Kirsten introduces the concept of ‘rolling retention’ a metric that constantly surfaces donors who are about to lapse based on their actual giving patterns. That simple shift creates a proactive pipeline of people to thank, call, invite, and re-engage before they disappear.

At the heart of her approach is a deeper philosophy about donor relationships. As Kirsten puts it, “Ultimately, our donors want a place to belong. They want to be part of a mission. They want to be part of a solution.” Rolling retention, better benchmarking, and even AI tools like Penny are there to serve that goal helping fundraisers step away from purely transactional requests and toward thoughtful, ongoing engagement.

Kirsten closes by urging organizations to start somewhere, choose a few key metrics, track them consistently, test new strategies each quarter, and adjust when the data shows no movement. In a crowded landscape of 1.8 million nonprofits, the ones who treat retention as a core business function not just an afterthought will be the ones that build resilient revenue and loyal communities.

TheNonprofitShow #DonorRetention #NonprofitBusinessStrategy

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Labor myth buster Dana Scurlock, Director of Recruitment at Staffing Boutique, reframes temporary staffing as a sophisticated business tool for nonprofit leaders—not a last-resort move when things are on fire. Dana steps in to show how strategic temp and temp-to-perm staffing can stabilize teams, protect budgets, and protect sanity.

She starts with a fundamental question: how many staffing firms does a nonprofit really need? From organizations that have never used an agency to those calling their fifth recruiter, she explains why understanding an agency’s model matters. Staffing Boutique works on a contingency basis, which means urgency, flexibility, and the freedom for nonprofits to keep recruiting on their own. In contrast, ‘retained’ firms require exclusivity and upfront fees, which can slow things down and lock organizations into one channel.

Dana is equally direct about transparency. Salary ranges, the history of the role, why the previous person left, whether someone is quietly being replaced—these details aren’t gossip; they’re the bedrock of a solid search. Without that clarity, candidates endure endless interviews only to discover the compensation was never realistic. As Dana puts it, “It’s not just an interview for them. It’s an interview for you to see if it’s the right place where you want to work.” That two-way lens is exactly what reduces turnover and builds longer tenures in mission-essential roles like development.

Then she pulls back the curtain on the economics. That apparently “high” hourly bill rate often includes recruiting, weekly payroll, taxes, unemployment, and insurance—costs nonprofits would shoulder anyway. Agencies absorb administrative burden and even handle tough conversations when a placement isn’t working out or a project ends. For conflict-averse leaders, that alone can be priceless.

Dana also defends temp work as a legitimate career choice, from interim executive directors steering transitions to seasoned admin professionals who thrive on variety. In her world, temp staffing is not about “just getting a body in the seat”; it’s about building smart, flexible staffing strategies that support the long-term health of nonprofit organizations.

TheNonprofitShow #NonprofitStaffing #TempWorkStrategy

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In this thoughtful Fundraisers Friday conversation, cohosts Julia C. Patrick and Tony Beall take viewers inside one of the most persistent tensions in fundraising: the distinction between donor appeals and donor relationships. Using real experiences, honest stories, and decades of shared sector knowledge, they walk through why these two ideas are often treated as opposites—when in reality, they function best in tandem.

Their convo opens with warmth and camaraderie, quickly shifting into a substantive examination of how appeals work. Tony offers a clear definition, noting that appeals are intentional, seasonal communications designed to spur timely action. Year-end campaigns, back-to-school initiatives, and Giving Tuesday messages all fall squarely into this category. They carry a sense of immediacy, a call for participation “in the here and the now.”

But as Julia points out, the urgency of an appeal can mask deeper strategy concerns. Organizations sometimes over-rely on “spray-and-pray” messaging, sending thousands of identical asks without considering whether the recipient is already deeply invested, newly aware, or somewhere in between.

From here, the cohosts explore the more nuanced terrain of donor relationships—a slower, more personal rhythm grounded in trust, communication, alignment of values, and long-term stewardship. As Tony states in one of the episode’s most resonant lines, “Building the relationships, maintaining the engagement… will ultimately result in a larger gift.” It’s a reminder that fundraising is seldom about instant gratification; it is about cultivating connection over time.

The two also address the emotional dynamics of how appeals are perceived. Tony shares a striking moment when he received a letter with the single handwritten word “Help!”—a gesture intended to convey urgency but which instead signaled distress. Julia and Tony use this example to emphasize the responsibility fundraisers have when they frame need, motivation, and tone. They move into donor segmentation, donor tiers, and the organizational realities faced by nonprofits of every size—from kitchen-table startups to high-rise institutions.

Throughout the conversation, the cohosts reinforce the idea that appeals and relationships should not be competing strategies. Instead, they are complementary tools within a bigger architecture—one that acknowledges the emotional, operational, and strategic layers that shape philanthropic investment.

TheNonprofitShow #FundraisersFriday #NonprofitLeadership

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A valuable and thought-provoking conversation with Carrie Wright, consultant and coach at Wright Consulting. Joined by cohosts Julia C. Patrick and Wendy F. Adams, Carrie guides leaders toward a more thoughtful, rigorous, and human-centered approach to nonprofit organizational performance.

Rather than rushing into resolutions and planning cycles, Carrie urges leaders to adopt a practice of year-end reflection—an intentional look backward before charting the year ahead. As she states, “There’s a saying that ignorance is bliss, but I genuinely believe that knowledge is power.” That philosophy becomes the cornerstone of her framework: understand what fueled the team, what depleted it, and what priorities still belong at the table.

Carrie challenges organizations to treat mission, vision, and values not as decorative phrases, but as practical tools that recalibrate purpose. When teams drift from their “why,” burnout rises and cohesion dissolves. One method she employs is asking every team member to restate the mission in their own words and connect it directly to their daily responsibilities. This creates clarity, alignment, and ultimately ownership—an essential sequence for high-performing teams.

Quarterly rhythms also play a central role in Carrie’s approach. Instead of waiting an entire year to revisit goals or assess team health, she encourages predictable check-ins, extended conversations, and off-site sessions where challenges, ideas, and wins can surface in psychologically safe ways. These rhythms reduce confusion, prevent moving targets, and strengthen trust through consistency.

Carrie also emphasizes leadership development at every level. With her mantra, “Lead from where you sit,” she reframes leadership as an act accessible to all staff—not a title. This perspective urges team members to examine their habits, define one development goal, and consider what needs to be eliminated, automated, or delegated to make true progress.

Finally, she offers a compelling metaphor: culture as a thermostat—not something you set and ignore, but something requiring constant monitoring. Pulse checks, real communication, and people-first decisions are essential to preventing turnover and maintaining momentum.

With clarity, warmth, and strategic depth, Carrie presents a blueprint for nonprofits seeking resilience and alignment in the year ahead.

TheNonprofitShow #NonprofitLeadership #TeamCulture

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Rethinking nonprofit success usually begins with new metrics or another training calendar. In this conversation, educator and learning strategist Nancy Bacon of Nancy Bacon Consulting proposes something far more disruptive: stop confusing information with action. Drawing on adult learning research and decades inside associations, state agencies, and community organizations, she challenges the sector’s default response to problems—more workshops, more webinars, more content.

Nancy names the uncomfortable truth: only about 10 percent of training translates into behavior change. That means roughly 90 percent of our investment in “capacity building” does not reliably alter what people actually do. For a sector that prides itself on stewardship, that is a profound governance and management issue, not merely a pedagogical one.

Instead, Nancy urges nonprofit leaders to move from a training mindset to a performance mindset. Rather than asking, “What session can we send them to?” she asks, “What would it take for our board members, staff, or volunteers to perform this task?” That question opens a richer design space: targeted knowledge, specific skills, practice in a safe environment, emotional connection, and practical support, such as job aids and clear task lists.

At the center of her framework is a deceptively simple sentence: “our nonprofits are only as strong as their people are.” Capacity is no longer an abstract concept; it becomes the ability, confidence, emotional readiness, and structural support that everyday people need in order to act.

Nancy also reframes motivation. Emotions may trigger interest, but sustained action depends on the partnership of competence and confidence, repeatedly reinforced through real practice. Her story of a board member whose service is rooted in the grief of losing a child makes this point vivid: when we slow down enough to know why people are at the table, we unlock a different level of commitment and trust.

For boards, fundraisers, and executives, this discussion is an invitation to pause the endless “rinse and repeat” of busywork and reconsider how learning, performance, and human psychology intersect.

00:00:00 Today’s big question
00:02:02 Meet Nancy Bacon educator designer and learning strategist
00:03:33 Information is not action the ten percent reality of training
00:06:31 From training to performance what board members really need
00:12:48 Nonprofit capacity our organizations are only as strong as their people
00:16:01 Competence confidence and the lost art of practice
00:18:30 Motivation emotions and the gap between need to know and need to do
00:21:47 Why are you really on this board the story that changed the room
00:25:32 Nonprofits are in the people business brain and behavior science in action
00:26:18 Under pressure can nonprofits still slow down to rethink success

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Nonprofits love to talk about growth. New markets, new programs, new grants, new everything. But our guest, Aila Malik, founder of Venture Leadership Collective, flips the script and asks the question most boards and executives skip: Have you actually earned the right to scale up?

Coming out of Silicon Valley’s “grow or die” mindset, Aila warns that scaling is not a badge of honor—it’s a high-risk move that can quietly hollow out your organization if your foundation is shaky. She walks through three blunt prerequisites before you chase expansion:

· Do you know the true cost of your model—including “motivational paychecks,” underpriced talent, and the invisible cost of managing volunteers?

· Do you know what success at steady state really looks like—revenue mix, roles, talent, outcomes?

· Do you know when to call it before your signature program starts bleeding to death?

From there, Aila digs into the three C’s that separate organizations that scale with intention from those that spin out: competency (or courage), clarity, and culture. Self-aware leaders who can say “I don’t know,” data-literate teams that treat impact as their “money metric,” and cultures built on trust and transparency all become non-negotiables.

As Aila puts it, “We don’t have a profit metric we’re trying to increase. We’re trying to increase the outcomes and the impact in the community.” That one line resets the whole conversation. Growth is no longer about bragging rights—it’s about whether your systems, people, and culture are strong enough to carry more weight without breaking.

If you’re tired of board pressure, whiplash after big grants, and reactive leadership, this episode is your wake-up call: scale is earned, not assumed.

#TheNonprofitShow #NonprofitLeadership #ScaleWithIntention

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Interim leadership is no longer just a stopgap in the executive director’s seat—it’s becoming a strategic engine for sustainable fundraising. Joan Brown, Chief Operating Officer at Interim Executives Academy, and David M. Nicole, CFRE, founder of Headwinds Consulting, share why interim development leadership may be one of the most underused tools in the nonprofit sector.

Together, Joan and David contrast short-term revenue fantasies with the realistic, process-based nature of fundraising. They call out unrealistic expectations—boards and CEOs who imagine the interim will arrive with a magic button and instant major gifts—and instead emphasize assessments, strategy teams, and shared ownership across staff, board, and executive leadership.

Joan opens by reframing the “interim world” as an intentional, structured response to leadership transitions, not just a temporary patch. Interims, she explains, aren’t there to keep a chair warm; they’re there to guide organizations through CEO, COO, and chief development officer transitions with clarity, planning, and structure. With turnover rising and leadership expectations evolving, the data point is clear: every leader leaves, so organizations need a plan that goes beyond wishful thinking.

David brings numbers and nuance from his six interim roles—split between CEO/executive director and development director positions. He describes a model where interim development directors are explicitly hired with clear objectives, defined timelines (often 12–18 months), and a mandate to build systems, not personal empires. His philosophy is summed up in a powerful line:

“My success is not necessarily what I accomplish while I'm there. My success is measured by what the organization accomplishes after I leave.”

The conversation also explores how donors and funders respond when organizations are transparent about using interim leaders. Surprisingly, many donors appreciate the foresight, especially when the message shifts from “we’re in crisis” to “we’re investing in long-term stability.” Community funders are beginning to require succession plans and even encourage interim solutions as a sign of sound governance.

You’ll agree, interim development leadership looks less like a temporary fix and more like a strategic on-ramp to sustainable fundraising, stronger boards, and healthier organizations!!

#TheNonprofitShow #InterimLeadership #NonprofitFundraising

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What happens when a kid who scribbles “play soccer at Ohio State” in kindergarten actually does it—and then decides his story shouldn’t be the exception? That question sits at the center of this episode with Channing Chasten, professional athlete and founder of The One Percent Kid Foundation.

From the start, Channing describes a childhood shaped by two steady forces: the soccer pitch and a mother who refused to let academics trail behind. Homework came first, the ball came second. Years later, that same mix of discipline and imagination is now driving a nonprofit built on three pillars: soccer, literacy, and mindset.

Channing explains why he believes in the power of tiny, consistent gains instead of giant leaps. As he puts it, “If you break it down into a small step, you realize starting is the easy part.” That simple idea—1% better every day—guides everything from his youth programs to his fundraising strategy.

We follow his journey through literacy camps where reading comes before drills, turning books into the ticket to soccer practice. He shares what he’s learning about plummeting reading scores, the heartbreaking link between third-grade literacy and incarceration, and why his team expanded from early grades to high schoolers who have already fallen behind.

The story widens as he walks through how he built a board full of nonprofit veterans and soccer leaders, deliberately choosing people who know both the sport and the sector. Their mentoring shapes his ambitions: building a national model starting in Arizona, creating mindset workshops in schools, and eventually launching a scholarship fund for under-resourced students who come through the program.

Along the way, we glimpse the grind behind the dream: chasing grants, securing a city award from Chandler, collecting impact data, filming quality videos so donors can actually see the work, and constantly revisiting big revenue targets in six- and twelve-month windows.

By the end, The One Percent Kid isn’t just a catchy name—it feels like an invitation to kids, donors, and communities to believe that small, steady progress can rewrite a life story.

00:00:00 Welcome introduction to Channing Chasten
00:01:05 What is The One Percent Kid Foundation
00:03:04 Why 1 percent progress matters for big goals
00:04:41 Mission soccer literacy and mindset explained
00:06:34 How reading becomes the ticket to play
00:07:31 Expanding from early grades to high school students
00:10:07 Building a nonprofit board with real sector experience
00:13:20 Learning from mentors and planning for sustainability
00:15:22 Literacy first or soccer first what donors care about
00:16:53 Showing impact through video data and testimonials
00:19:45 Big long term vision for The One Percent Kid
00:24:26 The One Percent Kid book school visits and SEL
00:27:01 Where to find Channing and final mindset message

TheNonprofitShow #YouthSoccer #LiteracyMatters

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Year-end generosity is a perfect storm for cybercrime—and most nonprofits don’t see the danger until after the damage is done. We talk with Alex Brown, Director of Business Development at Richey May, about why the busiest time of your fundraising year is also one of the most hazardous for your systems, donors, and reputation.

Alex explains how attackers watch for holiday chaos: staff on vacation, rushed year-end gifts, last-minute tax receipts, and overloaded inboxes. “Attackers know you’re not paying as much attention,” he warns, “so you have to be a little extra diligent this time of year.” From fake donation pages to altered bank details, the tactics are increasingly sophisticated—and AI is making fraudulent emails and voice calls nearly impossible to spot by eye or ear alone.

The conversation walks through your “front door” risks, starting with your website and WordPress plugins, then moving into infrastructure scanning tools, outdated software, and weak admin logins. Alex shows why role-based access matters: if every staffer can see and change everything, one compromised account can expose your entire donor database and even your bank relationships.

He also tackles the human side of cybersecurity. Alex explains phishing and vishing in plain language, and why urgency (“this is a one-time exception,” “we need this code right now”) is such a powerful pressure tactic. He urges leaders to replace fear and punishment with ongoing micro-training and a culture where people feel safe admitting, “I clicked something weird.” Silence is exactly what attackers are counting on.

Finally, the episode turns to donor communication. Nonprofits must be crystal clear about how they will and will not contact supporters—what domains they use, which links are legitimate, and what information they will never request by phone, text, or email. Clear expectations protect donors and preserve trust, even if attackers try to impersonate your brand.

This is not a technical luxury; it’s a governance and stewardship issue. If your organization depends on digital generosity, you also depend on digital safety.

00:00:00 Why year end giving is peak cyber risk for nonprofits
00:02:24 From audit firm to cyber team The Ritchie May story
00:06:03 Your website as the front door and WordPress plugin dangers
00:09:21 Infrastructure scanning tools and the cost of skipping updates
00:11:13 Donor data as gold role based access and endpoints explained
00:15:01 AI tools laptops at desks and unsafe workarounds
00:18:51 Phishing vishing and how attackers hijack email and voice
00:25:12 Cybersecurity is everyone’s responsibility and micro training
00:27:35 Why punishment backfires and reporting mistakes matters
00:29:59 Setting clear donor communication rules to prevent fraud
00:31:33 Final thoughts and Julia’s personal cyber to do list

#TheNonprofitShow #NonprofitCybersecurity #DonorTrust

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Grant writers and fundraisers share the same mission, but often work in different corners of the building—and sometimes entirely different worlds. In this Fundraisers Friday convo, cohosts Julia C. Patrick and Tony Beall peel back the curtain on how these two roles can move from quiet coexistence to true collaboration.

Julia opens with gratitude—for long standing sponsors who have never tried to steer the show’s content, and for a sector that now offers far more professional development than when many fundraisers began. She reflects on her own journey from community fundraising to co-authoring The Architecture of Fundraising with Tony, noting how accessible tools and training could have transformed her early efforts. “I could have raised so much more money for my community if I had been educated,” Julia admits, inviting viewers to keep learning alongside them.

Tony adds his perspective from years in executive leadership, where he saw the strain between event heavy fundraising teams and grant writers tucked away in quiet corners—or now, working remotely. He reminds us that grant writing is both demanding and discouraging work, with many applications never funded despite excellent cases. “We have to find ways to continually celebrate the work that’s being done by grant writers, whether the grant is being approved or not,” Tony says, naming the emotional labor behind every proposal.

Together, Julia and Tony explore how shared language, aligned metrics, and thoughtful use of technology can connect these roles. They talk about separate goals for grants, events, and individual giving, all tied together through dashboards, regular communication, and clear expectations. They even walk through ethical ways to use board and community relationships to support grant applications—without crossing any lines.

In the end, this learning session becomes a gratitude filled call to action: respect each lane, build consistent communication, celebrate the wins, and ensure leadership is championing the relationship between grant writers and fundraisers. When those pieces come together, fund development becomes a unified team effort instead of a quiet, siloed grind.

TheNonprofitShow #FundraisersFriday #NonprofitFundraising

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Tech, data, and generosity are not abstract buzzwords—they’re concrete levers that can stabilize funding, expand impact, and re-energize exhausted fundraisers. Chief Fundraising Officer Kimberly O’Donnell of Bonterra joins us to map out how recurring giving, trust-based philanthropy, and AI-powered tools can move the entire sector from scarcity thinking into a new “generosity generation.”

Kimberly starts by reframing recurring giving as non-negotiable infrastructure, not a nice-to-have tactic. As she puts it, “Recurring giving is essential for nonprofit sustainability. Just no, hard stop there.” Bonterra’s own research shows why: in its Meet the Moment report, 58% of federally funded nonprofits report financial instability this year. In that environment, a predictable base of sustainers—monthly and annual—can keep programs moving even as federal funds, disaster response dollars, and one-time grants fluctuate.

She shares a compelling case study: a Bonterra client that introduced three choices on its donation page—one-time, monthly, and annual. By normalizing both monthly and annual recurring options, that organization grew from zero sustainers to more than 65,000, proving that donors will enthusiastically choose ongoing support when invited clearly and confidently.

Kimberly also dismantles the common boardroom fear that sustainers will cannibalize major gifts. In her view, that’s simply a myth. Monthly donors should be seen as high-value relationship partners whose lifetime contributions, planned gifts, and sponsorship potential can grow over time. The real problem isn’t “small monthly donors”; it’s organizations deciding on behalf of donors when and how they will give.

From there, the conversation widens. Kimberly explains how Bonterra’s vantage point—serving nonprofits, community foundations, CSR programs, and public agencies across the social good ecosystem—reveals sector-wide patterns in real time. Trust-based philanthropy, she notes, hasn’t disappeared; it’s evolving. Funders are becoming more intentional, concentrating resources on core pillars while streamlining reporting and using their networks to introduce nonprofits to new corporate and philanthropic partners.

Achieving that shift, Kimberly argues, will require data, AI, and human connection working together—what Bonterra calls the generosity generation.

AI, in particular, is already reshaping daily fundraising practice. Bonterra has been using agentic AI since 2016–2017, and its new tools are built with a “human in the loop” philosophy so fundraisers can test, refine, and own their messages.

Kimberly’s closing message is both empathetic and urgent: acknowledging nonprofit exhaustion yet pushing leaders to resist retreat: this is not a moment to slow down—it’s a moment to experiment, ask bolder questions, and lean on tools that make the work more sustainable.

#TheNonprofitShow #NonprofitFundraising #BonterraTech

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Donor love is measurable, and in this lively discussion, guest Lynne Wester, Principal and Founder of Donor Relations Group, brings the receipts. Drawing on data from her seventh global donor relations survey, conducted every two years since 2013 with more than 1,000 participants, Lynne shows us why retention, not the next big campaign, is where the real money is.

Her core message is blunt and refreshing: we obsess over the ask even though it represents a tiny slice of our contact with supporters. As Lynne puts it, “Retention is the secret sauce of fundraising.” Most organizations still pour staff time and budget into events and tactics with weak ROI, while reporting that they are only able to share impact with less than 20 percent of their donors. That gap is not just operational; it is a revenue problem.

The survey findings expose a pattern. Many donor relations teams sit under a mountain of tasks but lack a strategic plan, making them vulnerable to “seagulling” requests that fly in, drop work, and disappear. At the same time, donor relations professionals tend to stay in their roles four to nine years, while frontline fundraisers churn in about 16 months. The people who understand donor experience best often have the quietest internal voice, and Lynne’s work is about giving them data to change that.

She shares how longitudinal data helped the sector mostly abandon donor honor rolls: today, over 80 percent of nonprofits no longer produce donor lists that were costly and not meaningful. The survey is now pushing similar change around giving societies, the split between receipts and acknowledgements, and the use of AI. Lynne is candidly concerned that many organizations use AI tools without organizational policies, even as donor databases at major institutions have been compromised. For her, donor confidentiality and the Donor Bill of Rights demand guardrails before automation.

Perhaps the most poignant remark is Lynne’s insistence that gratitude and listening are not “extras” but performance drivers. Retaining a donor is five to seven times less expensive than acquiring a new one, and organizations that cared for donors as human beings during crises like the 2008 downturn and COVID raised twice as much as those that just kept asking. She argues that if a donor is not “worth a stamp,” the organization does not deserve the gift.

Lynne leaves viewers with a challenge wrapped in encouragement: use data to question tradition, ask donors for their opinions, and treat stewardship as strategic fund management, not a courtesy. When you align technology, policies, and human connection around gratitude and impact, you are not just being nice—you are building a durable, scalable fundraising engine.

TheNonprofitShow #DonorRelations #FundraisingData

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Who actually owns data protection in a nonprofit? In this fast-paced conversation, host Julia C. Patrick sits down with Taysha Adams, Manager Technology Support at JMT Consulting, and Josh Fricovsky, Engineering Director at Cortavo, to tackle the uncomfortable truth: cybersecurity is no longer “someone else’s job.”

Taysha starts with a reality check: most vulnerabilities don’t begin in a server room. They start with everyday behavior. From checking work email on public Wi-Fi to logging in on a friend’s device, casual habits open doors to attackers. As she explains, “Everybody’s responsible for data security and protection… most vulnerabilities do come in from the end users.” JMT has spent more than a year realigning internal processes, tightening device controls, and partnering with Cortavo so their own team—and their clients—are better shielded.

Josh builds on that by showing how fast the threat landscape is evolving. Cortavo’s job as a managed service provider is to sit on the “bleeding edge”: endpoint protection, email security, MFA, VPNs, and now mobile device management for a workforce that increasingly works on the move. He notes that “the cost of inaction is going to be 10 to 100 times more than” the investment in proactive security. It’s not just about tools; it’s about culture, education, and leadership setting the tone.

The conversation then moves to the devices we use every day. Laptops, tablets, and phones are cheaper and more plentiful than ever, but every extra device is another front door. The guests stress that nonprofits need clear policies for using personal phones for work, along with mobile device management to protect company data without “controlling” the phone itself.

AI takes the discussion to another level. Both guests are enthusiastic users, but they warn that unregulated use is dangerous. Taysha urges organizations to set guardrails and favor licensed or enterprise tools so prompts, donor details, and templates aren’t quietly training public models. Josh goes further, recommending offline or private LLMs for sensitive data and pointing out that attackers are already using AI for sophisticated social engineering, including voice cloning and real-time credential theft.

Finally, the trio frames cybersecurity as a governance and financial issue, not just an IT problem. Data loss can mean lost clients, destroyed reputation, and even the end of an organization. Partnering with firms like JMT and Cortavo, building internal awareness, and treating security like an essential protection policy—not a luxury—are presented as non-negotiable steps for modern nonprofits.

This episode is a must-watch for executives, boards, and staff who touch data in any way—which is everyone.

TheNonprofitShow #NonprofitCybersecurity #DataProtection

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What if the people we call donors are actually investors? And what if this subtle shift reshapes expectations, power, professionalism, and even the identity of philanthropy itself? Julia C. Patrick and Tony Beall challenge one of the nonprofit sector’s most deeply rooted labels.

Julia opens the conversation by admitting she’s ready to change her own vocabulary, saying, “I’m going to really work hard to say investor, because I think you’re right—this is the way we need to go.” Her candor sets an energetic tone for a conversation that questions long-held nonprofit norms while encouraging fundraisers to rethink the relationship they build with contributors.

Tony expands on how much the terminology already shapes his practice. “It’s pretty much standard for me now to speak of donors as investors,” he explains, noting that while the marketplace may not fully be prepared for the switch, fundraisers can begin reframing relationships in ways that strengthen professionalism, transparency, and long-term engagement.

The conversation provocatively asks whether “donor” — rooted in the Latin donare, meaning to give — unintentionally implies release, relinquishment, or even detachment. Meanwhile, “investor,” drawn from investire, meaning to clothe or furnish power, places the contributor inside the organization’s journey, not on the sidelines.

From this vocabulary shift springs a lively exploration of expectations. A donor may hope the gift “does good,” while an investor wants measurable progress, long-term capacity building, and consistent communication tied to real results. That distinction pushes nonprofits toward better data, better systems, and better reporting.

Julia and Tony also discuss how this reframing could meaningfully influence recruitment and retention in the sector. Elevating the profession with language rooted in strategy and expectation — not charity alone — may attract more skilled talent while giving current fundraisers a clearer sense of the complex, meaningful work they perform.

They later explore generational dynamics. Older supporters may lean toward benevolence. Younger supporters are far more metrics-driven, tech-oriented, and impact-focused. For next-gen philanthropy, “investor” may simply feel more accurate.

The informative convo closes with a practical comparison using a $5,000 gift to a food bank. A donor experiences satisfaction and goodwill. An investor expects data: pounds of food purchased, households served, meals distributed. The contrast illuminates how terminology drives operational behavior.

By the end, the case for shifting language becomes both philosophical and functional. It’s a lens that prompts nonprofits to strengthen systems, build trust, and engage contributors more meaningfully — all while honoring the emotional roots of giving.

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Federal shutdown over! Systems rebooting! Nonprofits on the clock! In this urgent episode, we bring back Derick Dreher, Department Leader, Government Funding at Your Part-Time Controller (YPTC)—just hours after the government reopens from the longest shutdown in U.S. history.

Derick starts with what happened in Washington: failed Senate votes, a last-minute continuing resolution, and a deal that funds government operations into January while restoring budgets for agencies like USDA and programs such as SNAP. But this is not just a civics lesson; it’s a compliance wake-up call for every nonprofit with federal awards.

Even though agencies were closed and portals were offline, he reminds viewers that obligations never went away. As Derick puts it, “It’s a challenge, but you still have to do it.” Reports due during the shutdown are still due. If a federal portal was off, organizations should have emailed, mailed certified copies, and documented every step. That paper trail may be the difference between a simple explanation and a “you’re in breach” notice now that systems are back up.

Derick explains that rules are shifting at the same time pressure is rising. An August executive order on federal grantmaking is reshaping Uniform Guidance and, in some cases, contradicting existing regulations. Nonprofits cannot simply move programs from October to November or rework budgets on their own. Any change—timelines, program design, vendors—requires permission.

The human side of this story is just as urgent. Federal employees returning from 43 days of furlough are staring at thousands of unread messages, while agencies are already dealing with staffing shortages. Automated payments and notices may resume quickly, but nuanced approvals, extensions, and clarifications will take time. That means nonprofits must expect delays while still operating at peak year-end demand and navigating food insecurity, SNAP disruption, and stretched donors.

Derick calls on leaders to treat this as a mini audit moment: review every award, update budgets and reports, clarify what did and didn’t happen during the shutdown, and then proactively request extensions and changes. “Federal awards are complicated beasts that have a lot of details and a lot of moving parts, and there’s no reason to be afraid of accepting them,” he says—if leaders build strong internal controls for timesheets, receipts, and documentation.

Above all, think of this as a reframe of the relationship with government funders: not as begging with an outstretched hand, but as a handshake partnership where authenticity, preparation, and transparency show you are leading with excellence. Get organized now, communicate wisely, and you can turn this chaotic shutdown into a proving ground for your nonprofit’s strength and mission focus.

#TheNonprofitShow #NonprofitFinance #GovernmentGrants

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Fundraising can feel like walking through mist—messages blur, instincts wobble, and urgency crowds out intention. In this energizing conversation, we welcome returning favorite Micah James (team lead and coach at Bloomerang—and a bride-to-be!) to name the haze and show practical ways through it. Micah calls today’s moment “muddy and foggy” because donors face nonstop alerts, shifting giving channels, and rising skepticism about how funds are used. Organizations feel it too: higher costs, greater need, and inboxes stuffed with appeals that all sound the same.

So what cuts through? First, stop centering money and recenter mission. As Micah says, “We don’t want to give to budgets…we want to give to people, to mission, and to impact.” Translate dollars into outcomes. “There’s nothing wrong with saying we’re raising $3,000 because it will feed 300 families”—pair the cost with the change. Then make it personal. Tell one vivid story (Stacy, Jim, or Larry), not vague totals. Shift language so the donor becomes the hero; use “you” as often as “we.” That mental switch alone sharpens your message and steadies your strategy.

Micah urges radical transparency to build trust. Be clear about what it takes to serve and honest when you’re not top-of-mind in the community. Share the real work and the real budget picture without panic language. Invite support in many forms—gifts, volunteer hours, or simple acts of advocacy—and keep communicating the difference each supporter makes.

A big unlock is specificity. Use your database tools to reference the donor’s last gift and show what it accomplished. Celebrate recurring givers and ask for modest step-ups (from $10 to $15, from $47 to $60). Those small upgrades flatten chaotic cash-flow lines and reduce the pressure that pushes teams into constant alarm. Micah reminds us that the often-forgotten “middle” donors—already engaged, steady in capacity—can become the backbone of predictable revenue when you know them well and speak to what they care about.

Bottom line: name the fog, then choose clarity. Tell one true story. Make the donor the protagonist. Map dollars to outcomes. Share the journey openly. When you do, the sun breaks through—and sustainable generosity follows.

00:00:00 Welcome and Micah’s joyful news
00:03:06 Defining the fundraising fog today
00:07:14 Why budget-gap appeals miss the mark
00:10:04 Pairing dollars with outcomes that matter
00:11:49 Personalization and showing specific impact
00:13:50 Radical transparency to build trust
00:17:44 One story and donor-as-hero language
00:20:29 Using data and merge fields smartly
00:24:07 Middle donors and recurring upgrades
00:26:26 Escaping crisis mode with steady revenue

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Nonprofits can absolutely finish the year strong—especially when they treat staffing as a strategic tool, not a scramble! In this energizing convo, Katie Warnock, founder and president of Staffing Boutique, maps out practical ways organizations can add capacity right when it matters most. Katie is plainspoken and solution-oriented: for major fundraising events, she recommends planning eight to nine months out and matching roles to real workload. “First of all, if you don’t have an events director, get one. If that’s not feasible, bring in a seasoned temp events director or an events manager to handle day-to-day logistics.” That approach keeps development leaders focused on relationships and revenue instead of table charts and coat checks!!

Katie outlines flexible staffing ramps—lighter hours early, surging near event day, then tight close-out to ensure donations, acknowledgments, and data entry are flawless. She is equally direct on year-end donor support: bring in skilled database professionals familiar with your CRM to process gifts fast and accurately. Volunteers are wonderful, but gift integrity demands pros.

Volunteer management gets a reality check. Holiday enthusiasm is great, but sustained help across the calendar—June, August, February—changes outcomes. Katie urges orgs to capture individual contacts from corporate volunteer days and cultivate them directly; today’s 22–32 year-olds become tomorrow’s major donors and often bring corporate dollars with them.

Looking beyond December 31, Katie champions prep projects that set teams up for a calm, effective new year: digitizing archives, standardizing folders and calendars, and documenting processes. She even shares a personal productivity win: embracing AI to tame an overloaded inbox. “Embrace AI… it’s here and it’s making so many things so much easier.” Finally, she models healthy team norms—blocks of focused work, breaks for movement and sunlight, and clarity on priorities—so coverage feels near 24/7 without burning people out.

Bottom line: think earlier, staff smarter, protect data, convert volunteers to champions, and set up systems now so January starts smooth. With the right mix of temps, consultants, and clear processes, your organization can thrive through year end and launch into the new year organized, energized, and ready to grow.

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In this capstone to Nonprofit Power Week, Rita L. Soronen, President and CEO of the Dave Thomas Foundation for Adoption, looks forward—past the news cycle and into the work that will shape children, families, and the sector. In a calm, mentoring tone, Rita keeps leaders grounded in first principles: start with the child. As she puts it, “We’re not finding what child is best for a family, we’re finding what family is best for a child.” That mindset reframes recruitment, kinship care, and inclusion, and it calls leaders to stretch their own practices.

Rita shares how public attitudes toward foster care and adoption have matured, yet can backslide when sensational stories appear. Her counsel: hold firm to truth, trauma awareness, and mental health supports. She offers a practical compass for politicized climates: begin where everyone can agree. “Anyone here who’s ever been a child, please raise your hand… We have to bring it back to what’s best for children.” From there, leaders can convene consensus, reduce noise, and invite real collaboration across agencies, movements, and communities.

On funding and donor behavior, Rita maps the changing landscape—fewer donors, larger gifts, and strong interest in measurable impact and systemic change. The lesson for leaders is balance: keep legacy channels available while building digital fluency and fluency in donor-advised funds, non-cash assets, and planned giving. Pair that with scenario planning so your organization is resilient when markets, tax policy, or public health winds shift.

Rita’s advice on next-gen leadership is both warm and direct. Embrace impatience for progress, mentor toward mastery, and translate across generations. Model curiosity over eye-rolls; teach how boards govern, how budgets work, and how durable change is built—without dampening the urgency younger leaders bring.

Finally, Rita urges courage without fear. Hold your mission steady when funding anxieties rise. Convene unusual allies. Keep articulating the value of childhood, permanency, and family—then amplify shared ground loudly. Leaders who do this will guide teams and donors through uncertainty and keep children at the center, where they belong.

TheNonprofitShow #Adoption #FosterCare

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The Dave Thomas Foundation for Adoption shows exactly how today’s nonprofits can accelerate mission and amplify revenue by putting marketing and development on the same team! CEO & President Rita L. Soronen and SVP of Marketing & Development Jill Crumbacher explain how an approach that started 11 years ago matured into an integrated structure with shared goals, clear ownership, and board alignment. As Rita puts it, “there’s just this intuitive sense…that one feeds the other,” adding that the shift “became very much an organic, ongoing conversation based on results.”

Jill brings for-profit rigor to the model: a VP of Marketing and a VP of Development co-lead paired “mini teams” for every fundraising channel, tracked in Asana with crystal-clear metrics. “Building a brand builds fundraising and building fundraising builds a brand. It just does,” Jill says. She adds, “For every fundraising team, we have a marketing team that supports the fundraising team”—a simple but powerful mechanism that reduces friction, speeds execution, and raises standards across content, design, and segmentation.

Rita details how leadership benefits from unified messaging: presentation materials, program context, and donor narratives are synthesized by one group that also collaborates tightly with program staff. She emphasizes stewardship and brand guardianship: “we’re not just protecting the brand of children in foster care, we have Dave Thomas in our name… We’re protecting that brand as well,” including the Foundation’s decades-long partnership with Wendy’s. The conversation also takes on today’s polarized climate. “We’re putting resources into the effort of how do we bring polarized conversations back together?” Rita notes, reinforcing the Foundation’s focus on solutions that broaden support without losing mission clarity.

Talent development is intentional. Jill shares how their marketers attend the Lilly Family School of Philanthropy to learn fundraising dynamics, while fundraisers learn marketing language and channels—so both “come out of the same gate.” The approach scales: the department grew from a handful of staff to 25, roughly split between development and marketing, with half of marketing embedded on fundraising squads and half focused on awareness, brand, and sector thought leadership.

The result is a disciplined, collaborative culture that moves faster, communicates smarter, and raises more—while advancing permanency for children in foster care.

TheNonprofitShow #Adoption #NonprofitLeadership

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Nonprofits are being yanked into culture wars they never asked for. In this Nonprofit Power Week conversation, Jill Crumbacher, Senior VP of Marketing and Development at the Dave Thomas Foundation for Adoption, lays out how to keep your message steady when the public square gets noisy. This episode is a field manual for keeping your purpose intact—and your voice effective—when the temperature rises!

Jill’s team spans both marketing and fundraising—by design. As she puts it, the Foundation treats the whole enterprise “as one big communication strategy,” where audience segmentation, message discipline, and timing live in the same room.

Are foster care and adoption political? Jill’s answer: yes—and no. The Foundation operates at the back end of the process, after courts determine a child cannot safely return home. That’s where “finding forever families” becomes the mission—while the front end (why a child enters care) is where debates about poverty, racism, and systems flare. That nuance matters, and Jill’s team crafts language for each audience: “adoption” for the public; “permanency” for child-welfare professionals who also consider guardianship and reunification.

Jill’s playbook mixes discipline with restraint. She says it plainly: “Just because a reporter calls you doesn’t mean you have to reply.” Years before headlines heat up, her team works with crisis-comms experts to pre-write long and short answers for likely “arrows”—from Dobbs to immigration—paired with a decision tree about whether to engage at all. The goal is to protect mission focus when others try to conscript your voice for their fight.

Inside the house, rigor rules. The comms calendar is “beautifully organized chaos,” mapping channels, suppressions, and variants for donors (new, returning, Wendy’s-affiliated, etc.), followers, and child-welfare audiences. Message control isn’t censorship; it’s service to clarity. The team maintains a “say this, not that” lexicon and sends materials to outside reviewers to catch phrasing that could be misunderstood in other contexts.

There are also non-negotiables. “We will celebrate all children and we’ll advocate for all children in the system, regardless of how they identify,” Jill says. The Foundation’s images and words stay consistent year-round—they don’t “poke,” they persist. And when criticism pops up, they’ve seen the community often step in first, defending the work organically on social media.

If you steward a mission in a volatile moment, borrow these moves: define your lane, choose words precisely, prepare answers in peacetime, monitor hot-button issues for possible linkages, and decide in advance what you will never trade away.

#TheNonprofitShow #FosterCare #CrisisCommunications

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In this key conversation, Dave Thomas Foundation for Adoption President & CEO Rita L. Soronen maps out a modern playbook for governing with purpose while sustaining momentum after years of change. She begins with the Dave Thomas legacy—not as a branding exercise, but as a lived journey that shaped a national public charity with a singular focus: permanency for children in foster care. “If you can do one good thing in life,” Rita reflects, “the fact that he created two iconic brands—the Wendy’s Company and the Dave Thomas Foundation for Adoption—is just remarkable.” That origin story still informs board design, revenue strategy, and leadership cadence today. The throughline for governing is respect for leaders’ time and a culture where advice is welcomed, staff are empowered to execute, and collaboration fuels outcomes for children and families.

Rita details a deliberately blended board: seats for Wendy’s C-suite leaders (tone from the top), franchisees who steward restaurant-level campaigns, Thomas family members, and public members—researchers, policy experts, legal leaders, and child welfare practitioners—who bring depth to complex decisions. The result is governance that can guide a mission working at local, state, and federal levels without being mistaken for a corporate foundation. “We want donors to see a public charity doing serious work,” she notes, “and not assume we’re fully funded by Frosty sales.”

Her approach to engagement is disciplined and human. Board meetings are two in-person and two virtual per year, each paired (for the in-person sessions) with intentional social time to build trust. Meetings themselves are crisp—two and a half hours—because the real work happens in committees that meet quarterly, report out, and keep decisions moving. Between meetings, Rita runs a high-touch communication rhythm: January one-on-ones with every director, timely updates to the executive committee, and monthly check-ins to prevent surprises.

On fundraising, she favors shared responsibility over quotas: franchisee-driven campaigns; a gala at Wendy’s convention; personal giving from all members; and thoughtful introductions to new corporate and individual partners. Equally important is recognizing non-monetary value—when a board member’s policy expertise or research acumen is as catalytic as a major gift.

Finally, Rita describes their operational maturity: a formal platform (Nasdaq Boardvantage) for materials; a consent agenda; predictable deadlines; and smart seasonality—virtual meetings in December and June to avoid travel disruptions.

TheNonprofitShow #BoardGovernance #Adoption

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The Dave Thomas Foundation for Adoption doesn’t treat partnerships as a side project—they’re the operating system. During this National Adoption Month and in this Nonprofit Power Week kickoff, Senior VP Jill Crumbacher shares how the Foundation builds relationships that move from a good idea to real results. Step one: align the people doing the work. “Our marketing and our development practice is under one department that I lead,” Jill explains. That single team design means awareness and revenue aren’t competing—they’re collaborating—so a PSA, a billboard, a direct-mail test, or an influencer post can ladder up to the same mission outcome.

Jill dismantles the common myth that Wendy’s alone funds the mission. Wendy’s is a long-standing, values-matched partner, but the need—kids and teens waiting for family in the U.S. and Canada—calls for many hands. That’s why DTFA manages a wide mix of partners each year: micro-influencers and media outlets, cause-aligned brands, and fundraising collaborators. To keep everything clear and friendly, they start with the right agreement for the moment—an approachable MOU for brand exchanges and content support; a fuller contract when dollars or large placements are involved. The paperwork isn’t red tape—it’s a map. Who does what, by when, with what approvals. Everyone can move faster because expectations are written down.

Media is changing, and the Foundation adapts. Donated placements are still vital (think PSAs across billboards, airports, radio, and connected TV). But there’s also a growing middle lane Jill calls “low bono”—discounted inventory that isn’t free but is far below market. The team buys when the data says it’s smart, especially in digital, and pairs that with donated reach for scale.

Brand care is a shared responsibility. The Foundation reviews language and usage to protect its name and the Wendy’s connection. If something flares online, they pick up the phone so partners aren’t blindsided. That builds trust, and trust keeps doors open. Multi-year deals? They’re great when they make sense, but Jill’s team prefers to earn renewal through value rather than lock people in. The relationship stays fresh because both sides want to come back.

Maybe the most refreshing part is Jill’s take on celebrity. The organization has tested it; the results weren’t lasting. The real wins come from people and brands who show up because they truly care. As Jill puts it, “You go further with the ones that are organic… when you’re all in it about the mission.” Those partners bring energy, introduce new allies, and help the message travel farther.

If you’re rethinking how your organization shows up with partners—how you set expectations, share brand space, blend donated and paid reach, and keep everyone rowing in the same direction—this conversation is a ready-to-use roadmap for doing it well, and doing it together.

#TheNonprofitShow #AdoptionMatters #NonprofitPartnerships

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On this special Halloween edition of #TheNonprofitShow, Host Julia C. Patrick welcomes “Countess” Justine Townsend of Your Part-Time Controller (YPTC), to turn board governance fears into practical know-how. Capes, cobwebs, and clever metaphors aside, the lesson is real: fiduciary duties aren’t folklore; they’re law. As Justine explains, “you have a legal and ethical obligation to act on behalf of the organization with their best interest in heart.” Miss that, and the consequences can rattle a boardroom harder than a thunderclap.

First comes the duty of care. Think: show up, read the financials, ask questions, and make informed decisions. The monster here is the “ghost board member”—present in name only—who fails to notice a growing payroll tax balance. When the feds knock, there’s no hiding in the attic. Justine’s warning is blunt: “D&O insurance does not cover unpaid payroll taxes.” That’s a real-world jump scare.

Next is the duty of loyalty—less about blind allegiance and more about putting the organization’s interests ahead of your own. Enter the “vampire board member,” pushing a property sale that benefits them more than the nonprofit. The cure: annual conflict-of-interest disclosures, board recusals, and transparency. Bonus: checking the policy box (and posting it on your website) earns trust points with watchdogs like Candid.

Finally, the duty of obedience. No, not the toddler version. This means honoring laws, policies, donor restrictions, and—crucially—the mission. Beware the “zombie board member,” shambling after “money, money, money” while letting programs drift off-mission. That’s how donor restrictions get broken and how repayment claims can rise from the grave. File the Form 990 on time, disclose program changes, and keep mission, vision, and values stitched tightly together.

Throughout, Julia and Justine keep it witty and useful: schedule your COI renewals before year-end, disclose changes on the 990, and use fiscal sponsorship wisely during early program stages. The closing charm? A simple mnemonic: care (do the work), loyalty (put the org first), obedience (follow the rules). With that, your board won’t just survive spooky season—it’ll thrive all year.

NonprofitFinance #BoardGovernance #TheNonprofitShow

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Nonprofits send more messages than ever, yet many still miss the moment that matters: the decision. The CEO and Co-Founder Kylee Ingram of Wizer Technologies explains how seven decision profiles can transform fundraising emails, stewardship notes, and board communications from “nice” to effective. If donor retention, board alignment, and major-gift outreach are priorities this year, this episode gives you the evidence-based path to communicate the way your audience actually decides.

Built from research originally advanced by Juliette Bourke (author of Which Two Heads Are Better Than One?), Wizer’s framework maps the way people actually choose—across seven profiles: Achiever, Analyzer, Collaborator, Visionary, Explorer, Guardian, and Deliverer.

As Kylee puts it, “What we’ve created is a program called Wize Snaps… it will look at your comms and then live replicate and tell you what’s right and wrong about it—then generate a new email based on that person’s decision profile.” The fix isn’t creepy personalization (“How’s your dog?”). Its decision-relevant signals and templates tuned to how people weigh evidence, risk, outcomes, process, and options. Inside organizations, keeping cognitive diversity matters, too; when teams mirror top leadership styles, innovation drops, and decision errors rise!

Kylee also speaks to what’s in the playbook for 2026: AI can shorten drafting time, but message-market fit still wins. “AI helps people write better… It’s not helping you write the right message necessarily,” Kylee says. Her counsel: slow down, identify the decision profile, and then scale. Use visuals and A/B testing with intent: for some profiles, a results graph will outperform a cute animal photo; for others, a clear process step-down or risk-mitigation note unlocks action. Start inside your nonprofit—board and staff—so your culture and donor experience align.

Wizer offers free full decision profiles for teams and boards, plus Wize Snaps to assess copy and suggest rewrites.

TheNonprofitShow #NonprofitMarketing #FundraisingStrategy

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When fundraising meets humanity, transformation follows—and few express that better than Tammy Zonker, founder of Fundraising Transformed and author of Calling All Heroes. In this powerful episode, host Julia C. Patrick engages Tammy in a deep conversation about reimagining philanthropy through what she calls a human-centered mindset—a new evolution beyond donor- or community-centric models.

Tammy explains, “The human-centered mindset is fundamentally about recognizing that everyone involved in the philanthropic process brings unique value—lived experience, expertise, and contribution—all of which deserve to be respected and valued.” That respect, she notes, comes alive through five principles: listening, empathy, belonging, shared values, and authentic partnership. Each principle is deceptively simple but radically powerful in a world that’s become more divided and transactional.

After 17 years leading Fundraising Transformed, Tammy has seen the shift from transactional giving toward connection-based relationships that sustain missions, not just budgets. Yet, she reminds us that even well-intentioned donor-centered models can reinforce inequity when organizations let large gifts steer mission or silence truth. “We never had the courage to course-correct because we feared losing the funding,” she says candidly—a line that will resonate with fundraisers everywhere.

Her solution? Blend the best of both approaches. Donor-centered fundraising taught gratitude and impact reporting; community-centered fundraising elevated justice and inclusion. A human-centered model marries both, removing ego, flattening hierarchy, and restoring empathy across every role—donor, volunteer, staff, and participant.

Tammy ties this philosophy to the real data crisis in philanthropy: donor retention at just 43% overall and a mere 19% for first-time givers. With fewer households donating each year, she warns that philanthropy risks becoming an elite sport. Instead, she advocates re-elevating small monthly donors, volunteers, and advocates whose collective action drives real change.

The episode ends on a liberating message for nonprofit professionals: progress over perfection. Perfection, Tammy insists, “is overrated.” Real leadership requires risk, humility, and innovation—and that means acting, failing, learning, and trying again.

In a time when empathy often feels endangered, Calling All Heroes reminds us that every fundraiser, donor, and community member has a heroic role to play. Humanity, it seems, is the most sustainable fundraising strategy of all.

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What happens when you stop fishing for board members in the same small pond and start casting into the ocean? According to TD Smyers, CEO and co-founder of BoardBuild.org, you get a board that actually reflects the people you serve and a lot more horsepower where it counts. TD admits he learned the hard way. Traditional recruiting leans almost entirely on the social circles of executives and current directors, which means sameness on repeat. BoardBuild flips that habit by opening a national pool and enabling a mutual search that matches what nonprofits need with candidates who are eager and prepared to serve.

TD frames diversity with refreshing specificity: race and ethnicity, age, gender, geography, and industry. The platform lets organizations search intentionally across those dimensions and beyond. Why it matters shows up in the results. A six-month study by Maya Consulting found that members sourced through the platform immediately energized strategic planning, governance, and fundraising. Board giving, often stuck around seventy percent participation nationally, moved upward as many of these new directors gave beyond their peers. That is not luck; that is design.

The modern boardroom, TD notes, isn’t limited by zip code. Remote participation widened the talent aperture without dulling performance. The real work, TD reminds us, happens between meetings—inside committees and follow-through—not during the quarterly roll call.

Two BoardBuild differentiators drive outcomes. First, the pool: “We built BoardBuild so there are no barriers to that pool,” TD says. No geographic, language, or socioeconomic walls. Second, the magic of mutual search: candidates define the causes and roles they want, organizations define the skills and lived experience they need, and “when passion and specificity meet the need, the magic happens.”

Funders are paying attention too. If you want smarter stewardship of grant dollars, strengthen the people making the decisions. Community foundations and statewide associations now use BoardBuild to help their grantees fortify boards with purpose and capacity. The net effect is a sector that collaborates more, competes smarter, and grows up a bit on boardroom practice. TD’ thesis is simple and persuasive: treat board service like the part-time job it really is, recruit from a larger world, and watch your organization’s strategy and resources stop wobbling.

TheNonprofitShow #BoardGovernance #NonprofitLeadership

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When nonprofits tackle a major platform shift, the tech is only half the story. JMT Consulting pros Brady Haslebacher (Director of Program Management) and Dagmar “Dagi” Stanton (Manager of Education Services) map out the human and operational moves that make change stick.

This informative episode breaks down why big projects stall—no top-down buy-in, poor internal communication, and late user inclusion—and then shows how to reverse it with a clear cadence, a requirements doc everyone can point to, and training that respects different learning styles. You’ll also hear how to build champions: start with pain points, practice real workflows, revisit what was decided four weeks ago, and connect dashboards to daily tasks so executives and staff share one view of success.

Brady puts it plainly: “Without communication, missions fail.” From day one, he presses leaders to create a real pre-decision phase—document requirements, prioritize reporting needs, and establish ownership from the C-suite through front-line users. His data points are clear: a typical engagement runs ~90 days to go-live, ~60 days of hypercare, and one to two working sessions per week—about six months end-to-end.

Dagi brings the trainer’s lens, focusing on behavior and confidence. She works with teams who didn’t even choose the new system, flipping reluctance into momentum by making sessions unexpectedly fun and practical. Her mantra cuts through inertia: “The right answer isn’t ‘because we’ve always done it that way.’” She intentionally sets up safe mistakes so users learn how fast they can correct entries—lowering stress and building mastery. The result is less dread and more people who actually enjoy using the tools.

In closing, you’ll get details on JMT’s Innovate 2026 (Washington, D.C., May 4–6): a pre-conference day for deep skill building, followed by multi-track sessions that span software, finance, management, and sector trends—plus the chance to meet your people in person.

If you’re planning a system change—or sitting in one right now—this conversation gives you timelines, team roles, and a playbook to move from anxiety to adoption without the hair-on-fire moments.

ChangeManagement #NonprofitTech

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We sat down with Amos Balongo, keynote speaker and communications coach, to explore a subject rarely discussed in the nonprofit space — personal visibility. Amos challenges the traditional mindset that humility and impact must exist in separate spheres, proposing instead that visibility is both a professional asset and a form of leadership.

Speaking from Honolulu, Amos sets the stage with a simple truth: “If you don’t speak for your work, nobody else will.” His message resonates deeply within a sector that often prizes quiet service over self-advocacy. For Amos, visibility isn’t vanity — it’s strategy. He reframes communication as the ability to connect and insists that becoming visible is a learnable habit rather than an innate gift. “It’s not hope; it’s a strategy,” he says. “You have to be bold, brief, and strategic.”

Show host Julia Patrick draws the connection to the real-world nonprofit landscape, where professionals work tirelessly to amplify their organizations while neglecting their own personal brands. The result, Amos explains, is that talent often remains unseen. Visibility, he emphasizes, begins with intentionality — knowing your stakeholders, communicating outcomes instead of effort, and building recognition across and beyond your nonprofit.

Amos’s philosophy merges clarity with courage. He invites nonprofit leaders to reject the old adage “let your work speak for itself” and instead cultivate everyday visibility — a daily practice of sharing progress, celebrating results, and speaking with confidence. He notes that humility isn’t silence; it’s authenticity. The key is to shift from describing how hard you’ve worked to explaining the difference your work has made.

Networking, too, takes on new meaning. Rather than collecting business cards, Amos urges purposeful connection rooted in belief, preparation, and authenticity. “Networking is an inside job before it becomes an outside job,” he asserts, reminding listeners that confidence in oneself and one’s mission radiates outward.

Ultimately, this conversation transcends self-promotion. It’s about alignment between who you are and how you are perceived — an integrity-driven approach to leadership. Visibility, Amos concludes, is not a one-time project but a lifelong habit, built daily through connection, clarity, and courage.

TheNonprofitShow #LeadershipVisibility #NonprofitBranding

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Craig Shelley, CEO of Schultz & Williams, joins Show host Julia Patrick, as they examine how philanthropy and nonprofit leadership are being reshaped under persistent uncertainty. Craig frames the moment succinctly: skepticism toward institutions is rising, which means nonprofits must state their values plainly and show exactly how funds power outcomes. The rubric he uses —“culture, brand, growth,” with culture first—becomes a practical lens leaders can apply immediately.

A central thread is fear—of economic signals, of language missteps, of technology’s speed. Craig notes that newer terms and jargon often widen the gap between sector insiders and the public. The remedy, he argues, is precision in communication and integrity in positioning. Julia observes a leadership pivot she’s hearing across the sector: “I’ve shifted my focus from task management to almost cheerleader,” which reframes modern leadership as energizing teams, not merely allocating tasks.

Remote work adds complexity: video meetings enable contact but thin relationships. Craig cautions that virtual convenience can erode the depth required for durable trust with colleagues and donors. He urges fundraisers—especially early-career professionals—to prioritize in-person relationship building. Otherwise, if their engagement stays purely digital, they compete directly with automated outreach. AI, in his telling, is already table stakes for efficiency—wealth screening, signal-based prospecting, and automated acknowledgments—but not a substitute for human rapport.

The conversation widens to concentric circles of stakeholders: start with staff, then the board, donors, and constituents. Invest in people first—reduce friction, understand motivations, build clarity. Curiosity is the catalyst. Craig’s own practice—asking about lives beyond job titles—models how depth is built. Julia adds a counterweight on “authentic leadership,” wryly noting that unfiltered authenticity can unsettle teams; leaders must project steadiness even while processing strain.

What emerges is a modern leadership compact: clarity about values, consistent communication, judicious use of technology, and intentional relationship work—especially in person. The sector’s generosity hasn’t waned; the environment around it has shifted. Navigating that shift means centering people and partnerships, then aligning tools to support, not replace, human connection.

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Joint fundraising: bold idea, complicated feelings. On this Fundraisers Friday, Julia C. Patrick and Tony Beall swap real-world stories and field notes on how small and midsize nonprofits can team up without tripping over turf, lists, or logistics. Julia sets the table with a grin—“They’re super tricky, they’re very interesting, and I think there’s a lot of fear around it”—then Tony gets granular on where collaboration actually shines: events. Think shared strengths: one NPO’s marketing mojo plus another’s room-flow wizardry equals a stronger guest experience and better net for all.

The throughline is alignment. Serve the same community—youth, seniors, cancer journeys, pets—so the purpose reads as one chorus, not competing solos.

Contracts keep friendships friendly. Spell everything out in an MOU (Memorandum of Understanding) or partnership agreement: shared costs, who fronts deposits, marketing responsibilities, volunteer management, night-of logistics, and—vital—who’s the fiscal agent. As Tony puts it, “It’s just a reminder that we are running a business.” Marketing lists stay private; attendee lists can be shared with explicit consent at registration. Afterward, leverage an event page for social recaps while each org pushes post-event notes to its own supporters.

Courage shows up at the recap table. Schedule a quick postmortem to capture wins, gaps, and “never again” insights while memories are fresh. Sometimes the bravest answer is one-and-done: celebrate the success and move on. Julia’s take on reality checks lands with a smile and a nod to capacity: big hearts are fantastic, but bandwidth pays the bills!!

#TheNonprofitShow #NonprofitFundraising #Collaboration

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The phrase “overhead myth” still haunts the nonprofit world like a stubborn ghost. Host Julia C. Patrick sits down with Adam Holzberg, Partner and CPA at SAX Advisory Group, to teach viewers why judging nonprofits by their administrative expenses misses the point—and how education, transparency, and storytelling can replace outdated thinking with real understanding.

Adam defines the myth plainly: “It’s the idea that a nonprofit is less effective when it has higher overhead.” That assumption, he stresses, is simply untrue. The salaries, training, technology, IT support, and finance work that make up overhead are the very systems that keep programs running effectively. Yet donors and watchdogs still cling to the notion that only direct program spending matters. “In reality,” Adam says, “those programs can’t even function without this infrastructure behind the scenes.”

He traces the myth’s roots to the early days of charity watchdogs comparing organizations through the functional expense schedule on Form 990 filings. Those comparisons turned rough accounting estimates into moral judgments, and the damage stuck. Many nonprofits still feel pressure to brag about low overhead ratios—even when it hurts them.

Adam teaches that context matters. A government-funded nonprofit may appear more efficient because it spends little on fundraising, while a community charity that relies on individual donations will show a larger overhead percentage. There’s no universal benchmark—though watchdogs like Charity Navigator often cite 70 percent program spending as a target. But he cautions against treating that as a rule: every mission, funding model, and cost structure differs.

When asked how to fix the problem, Adam emphasizes education. Nonprofits must explain why investing in staff well-being, technology, and cybersecurity protects impact. His analogy brings it home: “If you build an offense with Patrick Mahomes and top receivers but neglect your offensive line, your team won’t move the ball. Nonprofits are the same—without infrastructure, even the best programs fail.”

Julia and Adam agree that shifting focus from expense ratios to impact data is the next frontier. Impact storytelling shows outcomes numbers can’t: lives changed, communities strengthened, futures rebuilt. Leaders, boards, and funders must learn to read those stories alongside the spreadsheets.

The conversation closes with hope—and a reminder that every conversation helps rewrite the narrative. By teaching donors, boards, and staff that strong infrastructure equals stronger mission delivery, nonprofits can finally end the burden of the overhead myth.

TheNonprofitShow #NonprofitFinance #OverheadMyth

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Temporary work isn’t a consolation prize—it’s a lever. In this candid conversation, Staffing Boutique’s Director of Recruitment, Dana Scurlock, reframes the temp path as a smart way to stay employed, sharpen skills, and earn while exploring fit. She traces her roots to a temp desk in 2006 and explains why the market’s realities—shorter tenures, year-end crunches, and staffing bandwidth gaps—make interim roles unusually valuable for both candidates and nonprofits. “One of the great benefits of temporary work is it can fit within your schedule,” she notes, pointing to project-based needs that run two or three days a week and let candidates stack to a full 40 hours across multiple gigs.

Dana urges job seekers to check the “temporary” box on job boards instead of waiting months for a direct hire. Put temp and consulting projects on your resume—silence creates gaps. The better story in interviews is momentum: “Instead of saying ‘I’m in between jobs,’ you’re a hot commodity who’s actively working.” She stresses two traits that get temps invited back: self-sufficiency and crisp communication. Arrive with questions that unlock the day’s tasks, request the specific information you need up front, and deliver without constant check-ins.

Cultural humility matters, especially in mission-driven shops. Temps often see opportunities to improve databases, files, or event processes; offer those observations with tact and with clarity about scope. Ask whether leaders want suggestions now or prefer focus on the assigned project. It’s role awareness, not silence.

On tech, list the actual tools on your resume and be ready to describe what you did with them—Raiser’s Edge queries, Excel data cleaning, Outlook mail merges, LexisNexis research, whatever applies. Keep learning through webinars, libraries, and sector trainings; AI for prospecting and fundraising is here, so stay current. For many assignments, managers need someone who can start immediately with minimal training—so signaling concrete tool fluency is a fast pass.

Finally, Dana frames temp roles as on-the-job professional development. You’ll earn, learn modern systems, and convert real usage into stronger interview stories. When events and year-end appeals stack up, that readiness is gold for organizations—and a career accelerator for you.

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Fundraising folklore says the “one big donor” will save the day! Katie Gaston, Director of Product Marketing at Bloomerang, dismantles that ‘chase’ and replaces it with steady, systems-based fundraising. Katie frames her role in product marketing as disciplined storytelling: know your audience, understand what they care about, and read the landscape by listening, surveying, and researching. That same mindset applies to development. Start by cleaning and maintaining data in your CRM so you can actually see who is volunteering, giving monthly, and staying loyal over time. Automation can help—address updates, enrichment, and built-in features you may not have enabled.

Katie moves the conversation from wishful thinking to practical math: “Research shows you will actually raise quite a bit more if you just focus on the donors already in your database.” Loyal monthly givers, long-tenured annual donors, and volunteers represent reliable lift and lower risk than a single major-gift “unicorn.” She urges teams to use AI thoughtfully. Whether through platform-native tools or carefully configured external assistants, AI can scan patterns, surface bequest prospects, identify mid-level donors to upgrade, and recommend next actions.

This timely episode then maps a clear donor journey. Thank first-time donors within 48 hours, then vary contact across channels—email, short mobile video, text, and a newsletter update—to nurture toward recurring and mid-level giving. Build an automated sequence now so December’s influx becomes January’s momentum, not a one-month spike. Even modest, realistic steps matter: one sequence, one board call plan, one January volunteer invitation for first-time donors.

Boards and leadership often share the myth. Bring them along with evidence. Use AI or CRM reports to present streak length, recency, and consistency. Real stories persuade too: a decades-long modest donor who later made a significant bequest once the relationship was cultivated. Katie offers a simple activation: “A board thank you call will actually increase the next gift size by up to 40%.” Pair that with the “48 hour” rule and you have a repeatable, high-leverage play.

Finally, Katie’s suggests we reframe year-end. December isn’t a finish line; it’s the on-ramp for the new year. Lean into the cultural reset of January—invite, ask why they gave, listen, and keep the story going. The takeaway: stop chasing the mythical donor and build a system that compounds loyalty you already have.

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Julia C. Patrick and Tony Beall get practical about recruiting fundraising talent when Q4 urgency is peaking. They open with empathy for development teams sprinting toward holiday giving, then move straight into the realities leaders must manage: retention, clarity, and smarter channels for sourcing candidates. Tony reminds us of the data behind turnover—average tenure around 19 months—and turns that into a charge for boards and executives to assess culture and expectations, not just replace people. “I’m an advocate of putting salary ranges in job postings,” he says, framing transparency as both respectful and time-saving for everyone.

The core lesson: start with a carefully crafted role. Compensation, deliverables, and core competencies belong upfront so you can source with precision. Julia pushes the conversation further: what if someone has been in the role for ten years? Tony offers a balanced lens—deep relationships can be a huge asset provided the organization’s future vision and the person’s strengths still connect.

From there, they map pathways to strong candidates: specialized job boards (AFP global and chapter sites, Chronicle of Philanthropy, local consulting firms’ boards), professional networks, and the university pipeline. Today’s philanthropic studies programs and micro-credentials (including LinkedIn Learning) expand opportunities for both organizations and professionals; mid-career learners with real-world experience can be exceptional hires. Julia points to the Lodestar Center at ASU as an example of a robust regional hub producing talent across ages and backgrounds.

They also cover the human side: discretion on LinkedIn (quietly indicating recruiter-friendly status), partnering with search firms, and managing communications in small communities where reputations travel fast. Tony’s encouragement is simple and memorable: “You have to be in it to win it.” That means showing up, telling trusted peers you’re exploring options, and being thoughtful about where and how you share.

The episode closes with practical optimism. Recruiting well isn’t about luck—it’s about clarity, channels, and consistent relationship-building. Name the role. State the range. Know the competencies. Post where fundraisers actually look. Tap universities and certificates. And keep your personal brand healthy—because your next opportunity often starts with the conversations you have today!

TheNonprofitShow #FundraisersFriday #NonprofitCareers

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Dwyer Workforce Development is rewriting what “possible” looks like for a young, fast-scaling nonprofit. In this compelling conversation, CEO Barb Clapp traces a journey that began with a blank slate in September 2022 and now stands at 10,000 Dwyer Scholars across seven states—with a confident path to 100,000 by 2030. The spark came from founder Jack Dwyer’s twin commitments: expand opportunity for people shut out of stable careers and respond to the nationwide healthcare staffing crisis. Barb’s charge was bold—design a national model that moves quickly, performs consistently, and proves its value to partners, employers, and learners.

Her answer blends entrepreneurial rigor with social mission. Dwyer built a social enterprise engine—a $590 million conversion of a skilled nursing portfolio to nonprofit ownership—whose proceeds help fund training pathways. At ground level, the organization relies on clearly defined referral, training, and employer partnerships, each governed by MOUs and measurable expectations. That clarity enables adaptation to rural, suburban, and urban markets while maintaining one brand, one message, and one standard for outcomes. As Barb puts it, “My little motto is that press brings opportunity and having a consistent brand and understanding consistent messaging will improve outcomes.”

Communications discipline is not a tactic; it is strategy. Internal messaging aligns every team member on values, goals, and voice. External messaging earns trust, investment, and momentum. Boards and leaders who resist marketing spend, Barb notes, miss the compounding returns of consistent communication. The results are striking: rapid state expansion, strong completion and placement outcomes for scholars, and a repeatable market entry framework. States now approach Dwyer—Kansas and New York among them—because the model is explicit, execution-ready, and partnered from day one.

Barb’s leadership philosophy centers on kindness through candor. “Clarity is kindness… I’m like a street shooter, so no one really doesn’t understand what my expectations are.” That stance dignifies partners and scholars alike, and it fuels the organization’s capacity to scale technology, staff, and regional structures without losing its heart. The pandemic exposed both the fragility and heroism of healthcare work; Dwyer’s model honors that reality by opening doors to CNAs and other caregiving roles for individuals overcoming homelessness, domestic violence, and generational limits.

The takeaway is simple and ambitious: when mission meets enterprise discipline and brand coherence, systems begin to shift. Dwyer Workforce Development is proving that national growth and local responsiveness can move together—one clear message, one rigorous playbook, and thousands of new careers at a time.

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Nonprofits don’t just need more messages—they need messages that move people. In this fast-paced episode we welcome persuasion instructor and longtime marketer Dean Batson to show how science-based communication turns attention into action. Batson traces his path from launching a digital agency to teaching persuasion at Arizona State University, where he studies the shortcuts our brains use to decide fast. “We make mental shortcuts all day long,” Dean explains. “If you know which way someone may lean because of a heuristic, you can frame your message to nudge that choice.”

He breaks down social proof (those 5,000 five-star reviews that quietly sway your click), the danger of choice overload (the famous jam study where 24 flavors crushed sales), and the “availability heuristic”—why the word “shark” grabs attention while “falling coconuts” doesn’t. Dean’s advice: be the message people recall first. “Be the shark messaging, not the coconut messaging.”

For fundraisers, this means streamlining every pathway from interest to gift. Keep donors in System One (fast, intuitive) rather than forcing System Two (slow, effortful) that stalls giving. Less friction. Fewer steps. Clear next action. Dean contrasts persuasion and manipulation with a simple rule: persuasion is transparent and win-win; manipulation is opaque and win-lose—and it burns trust.

He also flips how teams read results. Many obsess over the 7% who opened an email while ignoring the 93% who didn’t—classic survivorship bias. The fix: study the non-responders and reframe your outreach so more people move. Dean offers practical tactics you can use today, like priming stakeholders with a short Slack note before a meeting to set the idea as the front-runner. And don’t wait: start shaping next week’s “yes” with simple, steady cues today.

Finally, Dean urges leaders to equip the entire organization—not just gift officers—with persuasion skills. When every staffer can frame ideas clearly, your mission becomes the message people remember, share, and support.

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ROI and culture rarely share the same sentence in nonprofit circles—yet that’s exactly the connection guest Carrie Wright (Wright Consulting) makes with co-hosts Wendy F. Adams and Julia C. Patrick. Carrie argues that retention, performance, and donor experience begin inside the walls: “You will never serve your clients beyond the level of which you serve one another.” If teams are burned out, poorly onboarded, or siloed, no amount of recruiting spend fixes the churn. As she puts it, leaders must “close the back door” with rigorous assessment, honest listening, and visible action.

Carrie’s playbook is practical. Start with anonymous pulse checks—quarterly if possible—to hear reality, not assumptions. Then act: cross-functional small groups, bridge-building across departments, and norms that reward collaboration instead of comparison. Culture work isn’t a memo; it’s a habit system. Think heat rising to a boil: one degree at a time until 212.

What about power dynamics? Carrie is clear that modeling starts at the top. Wall values must match hallway behavior. If leadership resists inside-out work but pushes customer-facing service, there’s a mismatch. That’s where courage comes in—for executives and for team members who “lead from where they sit.” Emerging leaders can shape tomorrow’s norms today through reverse mentoring, curiosity, and steady ownership.

Timelines matter. Culture change isn’t instant. Carrie has seen meaningful movement in six to nine months when leaders commit, communicate, and keep at it—while accepting pruning along the way. People will self-select out; that’s part of creating healthy soil. The gardener’s mindset applies: tend, water, weed, and measure growth.

Above all, the path forward is transparent: “Clarity is kindness.” Name the direction, keep conversations open, and invite people into the process—including the moments that are tough. Put culture on the same planning calendar as fundraising and events. If you’re asking donors to invest, demonstrate that you’re investing in your people with equal focus. The outcome? A mission that gains momentum because the team carrying it is strong, trusted, and aligned.

TheNonprofitShow #NonprofitLeadership #WorkplaceCulture

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When a nonprofit founder steps away, the organization often faces one of the most emotional and uncertain chapters in its history. In this episode, Joan Brown, Chief Operating Officer at Interim Executives Academy, and Catherine Bradshaw, Senior Search Specialist at EOS Transition Partners, discuss the delicate art of following a founder and building stability during leadership succession.

Catherine begins, “When a founder leaves, the organization loses not only a leader but often its very identity. The board and staff must learn that the mission can thrive beyond the individual.” Her experience reveals that many boards have never navigated a leadership change — especially one that involves the founder who is the face of the organization.

Joan adds, “Interim leaders give organizations breathing space. When there’s no heir apparent, an interim provides structure, clarity, and a safe period to determine what the future needs to look like.” She reminds us that interim executives aren’t caretakers—they’re catalysts for readiness, shaping communication and confidence at every level of the organization.

Together, they address the emotional realities that come when a founder steps aside: staff anxiety, donor unease, and the founder’s own sense of identity loss. Catherine recommends coaching and structured off-boarding as essential supports: “Departing leaders need grace and guidance too. It’s about leaving the organization strong and knowing when to step fully away.”

Joan highlights the power of communication: “No one functions well with prolonged uncertainty. Clear communication with staff, donors, and community partners makes all the difference in a smooth transition.” Both guests advocate early succession planning and the importance of professional interim leadership to prevent crisis-driven change.

From retaining donor trust to defining new leadership roles, this sparkling conversation reveals why founder transitions, when managed thoughtfully, can be a time of renewal rather than instability. It’s a masterclass for nonprofit boards, executives, and founders who want to lead with foresight rather than fear.

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If you want donors to move, tell them exactly where to go. In this Fundraisers Friday conversation, Julia C. Patrick and Tony Beall turn vague appeals into precise, energizing calls to action (CTA’s)—across giving, events, engagement, volunteering, and advocacy. Tony lays the foundation early: “Start with the call to action. What do I want folks to do?” When you begin with the outcome, every sentence supports momentum, not meandering.

Julia puts a common myth on the table: “It’s not just like go out and ask a bunch of rich people for money.” Fundraising isn’t speed-dial; it’s relationship-building, timing, and clarity. Tony reinforces the point: “Fundraising is all about relationships,” and your CTA is the moment you convert relationship energy into tangible next steps—give, register, share, join, or contact.

Time-bound CTAs matter. Use real clocks, not artificial pressure. Matching gifts? Set the deadline: “Donate by October 15 so your gift will be doubled.” Community emergencies? Be specific: protect 20 roofs, feed families during power loss, or restore safe access to services this week. Impact framing turns abstract dollars into visible outcomes: $50 feeds one student for a month—$100 feeds two. That clarity invites bigger gifts because supporters can instantly see scale.

Equally important: truth and fit. If the amount and impact don’t match, supporters feel it. Build your figures from real program data, and keep the language human. Julia adds a practical lens for events: swap “RSVP” for action-forward phrases like “Save my seat.” Tap joyful FOMO without panic. Want engagement? Ask for it. “Click subscribe,” “Invite 10 friends,” “Share with a neighbor adopting a pet.” Want volunteers or in-kind items? Say exactly how to respond and how you’ll make it easy.

Advocacy belongs in your CTA toolkit too. This isn’t about politics—it’s about mission. Invite your community to “Stand with families—email your legislator today to support…” Frame the request around the people you serve and the outcome your programs create.

Finally, close the loop with gratitude-based storytelling. Julia’s favorite “Because of you” CTA wraps action and appreciation into one cadence: Because of you, 50 students received laptops; because of you, seniors got meals during outages. That framing reminds supporters they are the hero—today and tomorrow.

Start with the action you need, frame it with authentic impact, and invite your community to step forward—now.

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Matt Glazer arrives with runner’s grit and a teacher’s patience, asking nonprofit leaders to reconsider what “success” really means when the pace gets punishing and the stakes feel permanent. Blue Sky Partners, he explains, is built on human-centered design—strategy that starts with people, not paperwork—because “things happen with people, not to them.” That simple reframing lands like fresh air in a room that’s been working on fumes.

Matt traces the practical path from North Star to next step. Vision and mission still matter; values still guide. But unless the destination is explicit, inertia becomes the manager. He’s seen organizations celebrate the wrong finish line—an amount raised rather than a result achieved—because the compass got swapped for a calculator. As he puts it plainly, too many teams make “the destination the money, not the mission,” and then feel failure in victory. His remedy: clarity that sequences choices—staffing, board composition, fundraising tactics—toward outcomes that last longer than a news cycle or a fiscal quarter.

The episode turns intimate as he describes leading through funding freezes and furloughs, where procurement bottlenecks stall workforce programs and rapid-rehousing efforts. Chaos, he says, is part of the system; the question is how leaders respond. That response writes the culture: junior staff learn what urgency means, what boundaries are allowed, and whether development is an investment or an afterthought.

Matt’s answer is rhythm. He prefers “work-life rhythm” to balance, because real life surges and ebbs. Micro-rituals—a brain break after deep work, a morning run, hand-ground coffee, ten minutes of reading—become the scaffolding of steadiness. Leaders who model the pause (even leaving early after a 3 a.m. crisis) give permission for healthier habits and better listening. From there, skills compound: interns become staffers, staffers rise to managers, managers to directors, directors to chiefs.

He doesn’t preach from a distance. Matt shares his own burnout and mental-health journey, the season when achievement eclipsed wellbeing. That candor reframes self-care as operational sense, not personal luxury. The nonprofit sector is vast—and fragile—precisely because it relies on people whose calling meets constraints. Protect the people, he argues, and you protect the mission.

This episode is an invitation to re-set: name the North Star, measure what matters, and let rhythm replace adrenaline. Strategy becomes humane. Operations become sustainable. And the work—housed within leaders who can breathe—can keep going for a long time.

#TheNonprofitShow #NonprofitLeadership #HumanCenteredDesign

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Cybersecurity isn’t just firewalls and tech jargon—it’s people, habits, and everyday choices. Kicking off National Cybersecurity Awareness Month, we bring together two voices who live this every day: Michael Nouguier, Partner, Cybersecurity Services at Richey May, and Tony Rehmer, Senior VP of IT at Children’s Miracle Network Hospitals (CMN Hospitals). Their message is clear: strong security starts with culture.

Tony sets the tone early: “We take a major part, but it is everyone.” In other words, security isn’t a back-office task—it’s a shared responsibility. With hospitals, HIPAA, and multi-state operations in the mix, CMN Hospitals treats staff as the front line. That means training that actually sticks: shorter, “microlearning” nudges delivered through internal channels, real examples, and peer-to-peer conversations. As Tony puts it, “We never, ever shame a person.” Instead, they use supportive coaching after incidents to encourage fast reporting and continuous learning.

Michael maps the big picture. Attacks have matured, and wishful thinking won’t cut it. “Hope has then become a liability when it’s your only defense.” The antidote? Make security part of the mission—top-down and day-to-day. That looks like updating mission statements (“do the work securely”), enabling multifactor for everyone (leaders included), and building a culture where staff quickly raise their hand when something feels off. He provides memorable visual: “Everybody needs a pitchfork… so they can do what they need to do to protect your organization.”

The conversation gets real with a story from CMN Hospitals at the start of COVID-19. Threat actors bought credentials on the dark web, slipped into a mailbox, swapped a message body for malware, and re-sent it. Because staff had been invited into the security effort, the team was alerted within five minutes. That fast reporting changed the outcome. Culture wasn’t a slogan; it was the safety net.

Both guests agree: this is ongoing work. Threats keep shifting—from credit cards to ransomware and data theft—so messaging, training, and audience targeting must evolve too. Practically, that means appointing security champions, aligning IT with communications pros who can translate across departments, and weaving security into leadership conversations and board funding decisions.

Takeaways you can use: treat people as partners, keep learning in snackable moments, celebrate fast reporting, and put “securely” in your strategy—not just in your tech stack.

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Boards don’t magically run themselves—and this lively discussion proves it. Strategist and facilitator Mary Kay Delvo of Inspiring Sight lays out a practical path for turning board service from a vague obligation into purposeful leadership. She starts with a truth we all feel: “If they knew better, they’d do better.” Most board members were never taught governance, so we must teach it—and then expect ownership.

Mary Kay reframes board work with a memorable mantra: protect and direct. Every decision should answer, How does this protect the organization and or direct it? Pair that with her second keeper—“Noses in, fingers off”—and you’ve got a fast filter for staying strategic without micromanaging.

Her signature Seasonal Board Cycle makes governance easy to see and easy to use:

· Spring – Plant and cultivate: recruit intentionally for perspectives you truly need.

· Summer – Engage effectively: spread work through committees so knowledge isn’t concentrated.

· Fall – Revitalize and harvest: measure real impact, not just attendance.

· Winter – Recharge and look ahead: scan for change, refine strategies, and celebrate wins.

On strategy, Mary Kay replaces the dusty plan with a Strategic Map—a living journey to a destination. The destination stays constant; routes change as conditions change. That’s why boards must revisit the map, assess detours, and make smart adjustments with staff. After the board approves the map, staff craft an Understanding Impact Map with goals, success indicators, reviews, and board reporting—so every meeting tracks progress, learns from misses, and recommends course corrections.

She also addresses the classic tension between boards setting direction and staff living the day-to-day. Her non-negotiable: senior leadership joins the board in mapping, and staff input is synthesized and heard. Otherwise there’s no buy-in—and without buy-in, plans gather dust.

Most of all, Mary Kay gives boards permission to be human. Seasons change. Routes shift. Progress accelerates when everyone knows the role they play and the questions they must ask. Or in her words: “Boards need to be responsible for their own succession, evaluation, and foresight.” When that happens, governance becomes energizing—and impact becomes visible.

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Nonprofits talk about programs, fundraising, and boards—but rarely about how to build and lead a modern finance team. JMT Consulting’s Taylor Bost and Samantha Tiso deliver a clear, practical playbook for turning finance from a back-office function into a strategic engine.

Samantha reframes the relationship right out of the gate: “We view the finance department as the customer support for the rest of the company.” That posture—service, responsiveness, and clarity—reduces fear, boosts collaboration, and speeds decisions. It also demands better systems. As she puts it, “With the right system… that is possible if you have it structured the right way.” Translation: good data in, fast insight out.

Taylor widens the lens to organization-wide alignment. Finance is not just P and L. It is grants, restrictions, repeat donor behavior, and cost to raise a dollar—metrics that reshape priorities across teams. That is why she pushes for a single ‘source of truth’ and warns against siloed tools: when data is scattered, people end up re-keying information and fixing errors. Her reminder lands: “Every time a human’s touching something… you’re opening yourself up to room for error.”

Measurement matters too—of the finance team itself. Taylor offers practical KPIs any CEO or board can use: monthly close time, volume of audit adjustments, and adoption of automation. If close cycles are drifting from 5–7 business days to 15–20, there is friction you can remove with better workflow, integrations, and roles.

Governance shows up repeatedly. Samantha adds: “The C-suite needs to be looking at it. The board needs to be looking at it.” Confidence in numbers is confidence in the organization. And with grantmakers demanding more frequent and better-substantiated reports, integrated systems are no longer optional—they are essential.

The quick-paced convo also tackles outsourced and remote finance. Success hinges on clear ownership of recurring tasks, documented deadlines, and transparent communication channels. Taylor’s advice: break the monthly engine into parts—reconciliations, payment application, approvals—so nothing stalls.

The icing on the cake? We get a preview of Innovate 2026 conference and JMT’s three-decade journey—from early outsourced accounting to full-stack finance technology and process advisory. Samantha shares how Innovate blends training with thought leadership on grants, banking, interest rates, and board communication, ensuring every role—from CFO to controller to ops—walks away with practical upgrades.

Big takeaway: modern nonprofit finance is a service mindset plus integrated tech plus shared accountability. Or in Taylor’s words, “CFOs step a little bit more into the tech strategy role.” When finance leads with service and systems, everyone rows in the same direction—and mission moves faster.

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Financial leadership is more than numbers—it’s the heartbeat of nonprofit sustainability. In this Nonprofit Power Week finale of The Nonprofit Show, Regional Director Ellie Hume of Your Part-Time Controller (YPTC) brings clarity and candor to some of the most frequently asked financial questions. With an “Ask and Answer” format, the conversation covers everything from roles and responsibilities in financial leadership to the evolving landscape of fractional CFOs.

Ellie sets the stage by redefining how we see finance in nonprofits: “Finance is literally the thread that draws every piece of the organization together because without it, nothing works.” She dismantles silos by urging finance professionals to engage deeply with program, marketing, and development teams to ensure that data isn’t just accurate but also meaningful for decision-making.

The discussion takes a practical turn as Ellie differentiates between controllers, comptrollers, and CFOs. She outlines the transactional oversight of controllers, the governmental nuance of comptrollers, and the strategic future-focus of CFOs. She also digs into the importance of internal controls, noting their role in fraud prevention and audit readiness.

The lively session shifts into the governance space. How often should boards review and sign Conflict of Interest (COI) policies? Ellie’s answer is clear: annually at minimum, but immediately when new conflicts arise. She gives a relatable example: a contractor-board member bidding on a capital campaign project must disclose and recuse themselves. Transparency, she argues, isn’t optional—it’s fiduciary duty.

Ellie also challenges assumptions about credentials. Do finance directors need to be CPAs? Her answer: “You truly just need great accounting skills and a strategic mindset to help the organization use financial information to make good business decisions.” Certifications like CPA or CMA add credibility but don’t replace experience or practical skill.

The conversation also explores the rise of fractional leadership. Ellie frames fractional CFOs as an efficient way to access high-level talent at a fraction of the time or cost, particularly useful during transitions or to prepare for a new hire. Fractional arrangements, she explains, can be both short-term bridges and long-term partnerships.

The conversation wraps with a powerful reminder for board members: ask tough financial questions. Are resources aligned with mission? What risks are we facing? Do internal controls hold up? And crucially—what training do board members need to responsibly interpret financial statements?

#TheNonprofitShow #NonprofitFinance #FractionalCFO

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In this Nonprofit Power Week conversation, we sit down with Jen Blasy, Manager at Your Part-Time Controller, to confront a topic many organizations would rather avoid: fraud in the nonprofit sector. Jen is unequivocal about the stakes: “Fraud has been a constant. It may look different, but it’s still happening.” She explains why the sector’s empathy, trust, and lean staffing models can unintentionally create exposure—especially in a remote and hybrid world where e-mail, text, and chat now mediate so many approvals and financial transactions.

Jen moves past labels to show how fraud actually occurs. She refreshes the classic “triangle” of pressure, rationalization, and opportunity by adding capability and personal ethics, then wraps it all in culture. Tone at the top matters, she notes, because expectations, zero tolerance, and open conversation are often the only real deterrents. “We need to normalize the discussion of it so that it becomes more normal to talk about,” Jen adds, urging leaders to speak plainly with staff, boards, auditors, and yes—donors—about risks and responsibilities.

Concrete scenarios make the message land. From stolen cards being “tested” on donation pages to refund requests designed to route money out through alternate channels, Jen shows how seemingly donor-friendly instincts can be weaponized. She pushes organizations to map their most common money-in and money-out pathways, document updated controls that fit remote workflows, and rehearse a response plan before a crisis. Who do you call first? Legal counsel, your insurer, your auditor, a board champion? Decide now, not mid-incident.

The throughline is sector solidarity. Because incidents are underreported and under-prosecuted, offenders can quietly move from one organization to another. Jen challenges leaders to think beyond their own walls and treat transparency as community protection. Make fraud risk a standing board agenda item, ensure auditors’ annual fraud conversations are substantive, and appoint an internal champion to coordinate policies, training, and continuous improvement.

Fraud will not be eliminated, but its impact can be contained by stronger culture, modernized controls, and candid conversation. This episode equips executives, finance teams, and fundraisers alike to recognize where they’re vulnerable and to act. As Jen frames it, progress starts when we stop whispering about fraud and start planning together.

#TheNonprofitShow #NonprofitFinance #FraudPrevention

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Nonprofits want the speed of automation and the promise of AI—but Alicia Eastvold, Department Leader for Client Technology Solutions at Your Part-Time Controller (YPTC), explains why many orgs stall at the starting line: messy, bloated, and fragmented data. Her central thesis is simple and powerful: “We can’t speed things up if it’s not organized, and we can’t write simple rules around it for where it belongs.” From the first minute, Alicia reframes “data hygiene” away from fear and toward usefulness—think Marie Kondo for systems: keep what serves the mission, archive the rest, and label everything so your “smart assistant” can actually find the hammer.

Alicia maps two common failure modes: too much information (endless, unreadable reports) and poor structure (the same concept scattered across donor CRM, accounting, and spreadsheets). Both grind automation to a halt and produce costly mistakes in grant allocations, budgets, and forecasts. Her practical fix: decide what you need going forward, set a cutoff, inactivate legacy categories, and build simple, durable rules that can run 1,000 times. As she puts it, “Think big about what would happen if I had to do this thing a thousand times and plan your process that way.”

A standout story: a client wanted a complex custom payroll allocation tool. After examining their cluttered chart and inconsistent rules, the team cleaned the system, documented clear rules, and discovered an off-the-shelf cost allocation tool that did the job at a fraction of the price. Takeaway: better structure often beats bespoke code.

The stakes are real. Misallocations can snowball into seven-figure problems, finger-pointing between development and finance, and restricted funds that can’t be used where they’re most needed. Clean, rule-based data unlocks credible budgeting, forecasting, and the ability to ask funders for the right dollars—including flexible, unrestricted support. It also fuels data storytelling that boosts trust and investment: when leaders visualize program costs, funding gaps, and outcomes with clarity, credibility skyrockets.

Bottom line: start today. Choose what matters for the next 12–24 months, archive the past, enforce naming and categorization rules, and think like an enterprise—no matter your size. Clean data returns time to your people, turns AI from buzz to utility, and powers decisions that move the mission!

#TheNonprofitShow #DataHygiene #NonprofitAutomation

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Scenario planning often sounds like a board retreat buzzword, but in this Nonprofit Power Week episode it becomes a practical playbook with receipts. Director Tesa Piccioni of Your Part-Time Controller (YPTC) reframes uncertainty as a routine operating condition, not a meteor strike. Her thesis is disarmingly simple: “Let’s take the un out of uncertainty and accept that certain things are going to happen. Let’s prepare.” Preparation, she argues, isn’t about predicting every storm—it’s about building a habit of visibility and fast pivots.

We start with the kitchen-table finance questions: What do you have? What do you owe? What’s promised in and promised out? From there, the “boring” stuff—clean records, timely allocations, grant restrictions, and a rolling forecast—becomes the organization’s superpower. As Tesa puts it, “If you have good information in, you get good information out—and that lets you act, not just react.” She expands the aperture beyond budgets: think balance sheet integrity, a just-in-case line of credit, and board fluency in financials so decisions don’t stall during turbulence.

The clever twist: scenarios aren’t just bad-news drills. Tesa insists on planning for lucky breaks too—unexpected windfalls, mergers, or a connector board member who opens doors. That $1.5M surprise check? Without a plan, it’s chaos with confetti. With a plan, it’s momentum.

Her practical framework pairs SWOT with three starter lenses: revenue up, revenue down, and environmental change. Master those, and you’re not memorizing scripts; you’re training reflexes. Equally important, it’s not a finance-only sport. Program leads, executives, and boards need shared situational awareness so services continue even if the lights don’t.

Tesa links this directly to strategy: strategic planning sets the destination; scenario planning keeps the route open when reality tosses detours. Review cadence? Not annually—responsively. The moment regulations shift, funds lag, or opportunities appear, open the playbook and adjust. That rhythm replaces anxiety with calm, which is precisely what constituents deserve.

The payoff is cultural: organizations stop operating in crisis posture and start operating with poise. Think FEMA’s checklists, but for food banks, youth programs, and arts orgs—quiet competence that protects the mission on ordinary Tuesdays and extraordinary Thursdays alike.

TheNonprofitShow #ScenarioPlanning #NonprofitFinance

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A very timely discussion with Derick Dreher of Your Part-Time Controller (YPTC) about what a federal budget stalemate really means for everyday nonprofit operations. Rather than getting lost in D.C. noise, Derick helps translate the process into plain decisions leaders can make right now. He distinguishes the big-picture spending framework from the agency-level appropriations that actually move money—and why, when competing continuing resolutions stall, operational pain shows up fast in grants, cash flow, and communications.

Derick is direct about timing and accountability. “Government shutdowns are very disruptive,” he notes, because grants staff are furloughed, portals can go dark, and payments pause. That doesn’t suspend your obligations: “If you have a report due date during the shutdown, you better send it in.” When systems are down, mailing with receipt becomes a practical move. He also cautions against attempting full drawdowns before costs are incurred; federal awards are reimbursement-based, and advances (if any) require clear permission and careful documentation.

The heart of the conversation is a workable to-do list. First, narrow your information sources: look to the National Council of Nonprofits, your state association, and trusted sector platforms rather than endless doom-scrolling. Second, contact program and fiscal officers now—before furloughs begin—to ask about extensions, submission methods, and any allowable advances. Third, communicate with stakeholders early so they don’t fill the silence with assumptions: explain what services could shift, what your contingency looks like, and how supporters can help.

On finance, Derick recommends tightening the cadence of cash views to weekly during uncertainty and building a scenario that assumes zero federal revenue for a period. That plan—reviewed with the board—becomes your “break glass” map if payments stall. Pair that with thoughtful revenue diversity (individuals, corporate, foundation, government) so a delay in one stream becomes a solvable liquidity challenge instead of an existential crisis.

Derick also flags a recent executive order on federal grantmaking that may slow timelines and alter risk: added political approvals, a preference for lower indirect rates, and a new termination clause could change how awards feel on the ground, at least temporarily. Agencies are emerging from a mandated pause, and budgets remain unsettled—so expect ambiguity, double down on documentation, and keep your communications clear and proactive.

The message is steady and usable: focus your inputs, talk to agencies now, model contingencies, and keep people in the loop. Preparedness here isn’t alarmist—it’s good stewardship under uncertainty.

#TheNonprofitShow #NonprofitFinance #GrantManagement

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Julia C. Patrick and Tony Beall turn board jitters into momentum with a simple, generous framework: four board roles that make fundraising feel natural, human, and actually fun. Julia sets the tone with a zinger that boards will remember: “This is not a no situation. This is a KNOW situation.” From there, Tony maps the path: “Prospector, cultivator, solicitor, and steward—four very simple roles that are really impactful.”

Prospectors spark the pipeline by looking at real relationships—LinkedIn, circles of influence, workplace connections—to spot people who might love your mission. Julia notes this is the one job every board member can do without sweaty palms. Cultivators then step in as brand ambassadors, sharing stories, hosting small gatherings, and learning what lights a supporter up—without making the ask. Think hype team with heart!

Next up: solicitors. Some board members truly enjoy asking (yes, unicorns exist). Tony clarifies that “strength in numbers” doesn’t mean bringing a stranger to the ask; the right voice in the room is the one with an authentic relationship. Finally, stewards keep the glow going—handwritten notes, quick calls, social shout-outs, tours—feeding the feedback loop so staff and board hear what donors feel and see. Introverts rejoice: stewardship offers tons of low-pressure ways to shine.

Julia and Tony keep it real about energy, fit, and growth. Not everyone will love every role, but everyone can contribute somewhere—and many will stretch into new skills with a little structure and encouragement. The pair celebrate their new book, The Architecture of Fundraising (artwork by Tony, applause from Julia), and salute Executive Producer Kevin Pace for nudging the dream into reality.

Bottom line: pick your lane, keep the lanes moving, and talk about them at every board meeting with intention. When board members match their temperament to the right role, confidence rises, the process hums, and your mission gets the fuel it deserves.

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Donor communication isn’t a seasonal chore—it’s the garden you tend all year. In this lively conversation, James Misner, Founder & Owner of The Kipos Group (Greek for “garden”), shows how consistent, human-centered messages keep supporters engaged, confident, and eager to act. His opening frame is memorable: schools send multiple reminders for an early bus drop-off because people are busy; nonprofits should be just as persistent—thoughtfully. As James says, “You should not be afraid to reach out to your donors… they need you to serve them by communicating frequently.”

James introduces a practical “trust triangle”: organization, leadership, and impact. Rotate your content so supporters see a stable organization with real stories, a visible and thoughtful leader, and outcomes that are tangible. Variety matters—mix email, social, mail, live streams, and short videos so people meet you where they already are.

He’s blunt about retention. Too many nonprofits don’t know their number, and the sector average still hovers around mid-40%. Causes of lapse you can’t control (life events) exist, but others are absolutely in your hands: saying thank you promptly and showing outcomes clearly. “If you do that, and that alone, and you do that regularly, your donors are going to stick with you.” James shares a jaw-dropping example of unthanked five- and six-figure donors—proof that basics move mountains.

To win in today’s attention economy, flip the script: make the donor the main character. Replace “we did X” with “you made X possible,” pairing metrics with meaning. Anchor stories in universal emotions (worry, hope, pride, relief) so even complex issues feel relatable. Segment when useful, but never lose the thread of human feeling.

James also adapts classic business wisdom for fundraising: keep donors, invite them to bring friends, grow generosity without eroding trust, and operate efficiently. The math is compelling—modest retention gains transform budgets, especially under $1M. The mindset is calmer, too: breathe, be thoughtful, and show up regularly with messages that serve.

Bottom line: water the garden weekly. Use stories, data, leadership voice, and channel variety to build trust. Put the donor at the center, thank quickly, report outcomes often, and watch retention—and impact—bloom.

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Nonprofit hiring is not matching the national headlines, says Katie Warnock, founder and president of Staffing Boutique. While recent reports suggest softer job numbers and higher unemployment, she’s seeing the opposite on the ground: “We had a really slow two quarters, and we’ve been so busy basically since after July 4th weekend.” Executive searches are surging, selective contract roles are back, and LinkedIn is “popping” with real openings—especially across development and campaign management.

The cost of churn remains steep. Katie points to a national onboarding average around $4,100—often higher in New York—once you factor technology, training, time from other staff, and HR overhead. Healthcare pressure is reshaping behavior, too: some nonprofits keep long-term temps on agency payroll to avoid absorbing benefits costs. That creates short-term budget relief but risks long-term stability.

Compensation is a persistent constraint. Corporate teams can flex salaries across a department; nonprofits live inside board-approved budgets for one to three fiscal years. As a result, Katie urges leaders to compete with something other than base pay: flexible work design, professional development, wellness perks, and individualized schedules. “You do not have a recruitment plan unless you have a retention plan,” she says. That retention plan should be tailored—“a buffet” of options aligned to what your own people actually want.

Flexibility is the top request. Remote or hybrid schedules remain a decisive factor for candidates (Katie notes that roughly a third of responses to a 1,000-person outreach said “I want a remote job”). Some organizations are testing a 9/80-style calendar to give every other Friday off. Others fund upskilling, reimburse gym memberships, expand fertility benefits, or simply allow staggered start/stop times to match how people work best.

Still, leaders should balance flexibility with culture. Katie acknowledges that fully remote teams can lose the informal learning and creative lift that happens before and after in-person meetings. Board members are noticing the productivity difference. Her view: know your workforce, listen through regular check-ins (not just exit interviews), and publish options everyone can access—then let staff choose what fits their season of life.

Finally, plan for burnout—especially in the C-suite where many leaders delayed retirement through COVID and are now exhausted. Encourage time off, normalize boundaries, and recognize that Q4’s fundraising sprint amplifies strain. The bottom line: retention is strategy. Build it intentionally, budget for reality, and give your people modern ways to do their best work.

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AI isn’t a magic wand—but it can absolutely help nonprofits do more with less when you understand what it is, where it fits, and how to use it wisely. In this energizing conversation, technology associate and CPA Christine Chacko from Your Part-Time Controller (YPTC) explains the practical difference between automation and AI, when to use each, and how to keep data safe while you experiment and learn. As Christine puts it, “AI is actually a form of automation,” but it handles open-ended, judgment-heavy tasks while traditional automation follows clear, narrow rules. Think rules for categorizing expenses (automation) versus analyzing trends, benchmarking, and surfacing insights across donor segments (AI).

Christine offers real nonprofit examples: blend automation to roll up donor data by type, then ask AI to interpret changes year over year, spot seasonality, or flag post-pandemic shifts. She shows how AI shines as a writing helper—drafting grant narratives tailored to funders’ preferences or condensing verbose copy into crisp executive summaries—while reminding us to review outputs for voice, accuracy, and appropriateness. “We really like to think of it as a thought partner,” she says, perfect for bouncing ideas, testing messages, and clarifying complex financial stories for boards.

Security matters, too. Christine’s guidance is simple and strong: read the fine print, know what you opt into, and understand the difference between models embedded in trusted systems and those that reach out to other tools. She introduces agentic AI—systems that can act on your behalf (e.g., access Outlook, browse the web, schedule emails)—and explains why permissions, policies, and internal controls must come first. Hallucinations are less frequent in newer reasoning models, but review remains essential—especially for grants and external communications where stakes are high.

Finally, Christine maps the near-term horizon: expect broader, more accessible agentic AI inside finance, IT, customer support, and daily workflows. Success won’t come from tools alone; it comes from culture—clear use cases, communication, training, and solid processes. Used well, AI reduces drudgery (transcripts, notes, routine emails) so nonprofit teams can focus on judgment, relationships, and mission results.

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Nonprofits lean on outside platforms to save time and stretch budgets—but those relationships can quietly expose sensitive donor, client, and payment data. In this episode, Senior Cybersecurity Advisor Parker Brissette of Richey May explains how to recognize and manage third-party software risk before it becomes tomorrow’s headline. He starts with a simple lens: follow the data. Where is it stored? Who can touch it—directly or indirectly? Many teams only think about contracted vendors, but Parker widens the aperture to “shadow IT” and consumer tools staff use without formal approval. As he puts it, “Third parties is really anybody that can touch the data at any point in your business, whether you have an agreement with them or maybe not.”

From privacy regulations (GDPR, CCPA) to sector-specific rules (HIPAA, PCI), nonprofits carry legal and reputational exposure the moment personal information enters their systems. Parker offers practical steps: inventory paid tools via your accounting system; ask, “If this vendor vanished tomorrow, what would break?”; and press vendors for proof—SOC 2 reports, ISO 27001, or completed security questionnaires. For organizations without a CIO, he recommends clear contracts and one non-negotiable safeguard: “The biggest thing that I recommend in any third-party engagement is setting an expectation of having cyber insurance, because that’s a big protection for you financially.”

AI enters the picture with both promise and peril. Consumer AI tools can learn from and retain your uploads, potentially exposing proprietary or personal information. Enterprise agreements (e.g., Microsoft Copilot) can offer stronger data protections, but only if configured and used correctly. Parker’s guidance is pragmatic: don’t ban AI; set guardrails, choose vetted tools, and train teams.

Finally, he urges preparation and transparency. Incidents can happen—even with good controls. Donors and corporate funders expect frank communication about what protections exist and what happens if data is exposed. Build trust now by documenting safeguards, validating vendors, and rehearsing your response.

You don’t have to be a security expert to make smart choices—but you do need a map: know your systems, test your assumptions, ask vendors for evidence, and write risk into your contracts and budgets. That approach turns anxiety into action—and preserves the trust your mission depends on.

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Giving Tuesday can feel like a moving target—but after this discussion with guest Jared Throneberry of Bloomerang, you’ll have a clear, energizing plan. Jared blends tech savvy with a lived heart for service—Big Brothers Big Sisters, foster parenting since 2011, and community leadership—so his guidance lands with real-world credibility. His first message: you don’t have to participate just because everyone else is. If the timing crowds your year-end efforts, your team is stretched thin, or the format doesn’t fit your culture, sit it out without guilt. But if you choose to participate, choose to excel.

Success begins with a specific purpose. “You want to have a specific campaign for this. You want to have a purpose,” Jared tells us. He urges organizations to set a reasonable, public goal and show visible progress with a giving thermometer. Momentum matters; keep supporters informed throughout the day and celebrate milestones. Matching gifts can amplify urgency—secure a partner that doubles donations during the 24-hour window.

Communication is the engine. Schedule emails and posts before, during, and after the day. If social media is your lane, lean in. If your audience responds better to email or text, use those channels with clarity and brevity. Bloomerang’s Giving Tuesday templates can help you prepare messages in advance, so your team is executing—not scrambling—on the day.

Think beyond dollars. Jared proposes creative non-financial asks: diapers for a pregnancy center, items from an Amazon wish list, or a “share this post” action to expand reach. He even flips the script: host a donor appreciation touchpoint—coffee, breakfast, or a thank-you event—to strengthen relationships and set the tone for year-end. It’s generous, memorable, and aligned with the spirit of the day.

Competition can be fun, but mission comes first. Craft your campaign around a tangible need—a piece of equipment, a program milestone, or a defined impact story—so supporters feel the “why” in every update. As Jared reminds us, “Don’t just give to us because it’s Giving Tuesday. Give to us to this cause for this reason.” Choose intentionally, plan early, communicate often, and finish with gratitude. Do that, and #GivingTuesday becomes more than a date—it becomes a launchpad for deeper engagement.

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Donor portfolios often feel like a mystery—part science, part art—and this episode of Fundraisers Friday peels back the curtain on what they really mean for nonprofit professionals. Cohosts Julia Patrick and Tony Beall use their signature mix of storytelling and strategy to break down the “book of business” in a way that feels both practical and inspiring.

Julia opens with candor about her first experience: “Somebody called me up and said, hey, I’d like to take you out to lunch because you’re in my portfolio. And I was like, what?” That moment of confusion and discomfort becomes the jumping-off point for a discussion that many fundraisers will instantly recognize: donors rarely know about these tools, yet they shape so much of the relationship-building process.

Tony points to the importance of seeing portfolios not as sterile lists but as vital instruments of stewardship and organizational learning. “These types of portfolios and this technology also allow us to monitor activity—not as a watchdog, but as a way to gauge the success of our strategies.” He reframes portfolios from something “icky” into something essential: a roadmap for deeper donor care.

The duo walk through the practical side—averages for donor counts, segmentation across major gifts, planned giving, and annual donors—while weaving in human moments that give the conversation heart. Julia reflects on board experiences where donor binders were passed around over pizza, and Tony shares how his father’s fire boots by the front door modeled volunteerism that still fuels his passion today.

Data hygiene becomes another teaching moment. Julia compares sloppy data entry to “middle school health class,” driving home the reality that a CRM is only as good as what you put in it. Tony adds nuance by showing how even small details like recording gift frequency—not just dollar amounts—can shape how nonprofits honor commitment and longevity.

The most surprising segment is the discussion of “portfolio divorce.” Sometimes a fundraiser and donor simply don’t align—politically, personally, or stylistically—and it’s healthier for the mission to transition that relationship elsewhere. Tony reminds us that “the mission is more important than your ego,” a guiding principle every nonprofit professional can keep close.

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Host Julia Patrick welcomes Herb Paine, CEO of Paine Consulting Services, for a candid and thought-provoking conversation about the future of nonprofit education and leadership development. With decades of experience as a consultant, author, and sector leader, Herb brings a sharp perspective on how nonprofit organizations are preparing—or failing to prepare—for an era defined by disruption and rapid change.

Herb cautions that too much of today’s training for nonprofit executives and boards is locked in repetitive, outdated models. “A lot of what’s going on in these spaces of learning is performative,” he explains, “but it’s about doing better, not really engaging in systemic change.” Instead of producing transformative leaders, he argues, programs often reinforce traditional management practices that no longer align with the pace of technological, cultural, and social change.

At the heart of his critique is governance. Boards are often celebrated for attracting members with deep pockets or corporate influence, yet that influence can restrict meaningful innovation. Herb recalls moments when distinguished board members blocked advocacy efforts because their corporate employers opposed certain policies. “What I’m more concerned about,” Herb insists, “is rethinking who governs, who’s at the table, and how do we engage those people most affected by the policies and actions of organizations.”

The deep conversation also surfaces a persistent issue in nonprofit leadership: the lack of standardized education and pathways. Unlike law or architecture, nonprofit leadership does not begin with a common language or academic foundation. Many executives are promoted from program roles without the necessary grounding in governance, financial strategy, or community-driven leadership. This creates a cycle of tactical rather than strategic planning, leaving organizations vulnerable to financial overextension, disengaged boards, and leadership silos.

Herb further challenges consultants and educators, urging them to move away from formulaic retreats and stale curricula. Instead, he calls for dynamic, collaborative learning environments that confront fundamental questions of mission, value, and equity. He even suggests a “training school for consultants” to ensure they are equipped not just to facilitate sessions, but to guide transformation.

The discussion turns briefly to philanthropy, where Herb sees funders as potential catalysts for change. While acknowledging the restrictions that often shape grantmaking, he advocates for foundations to take bold steps in supporting leadership development and systemic reinvention..

Ultimately you will find Herb’s message is clear: the nonprofit sector must stop spinning its wheels in repetitive systems and start rethinking leadership, governance, and education in light of the future already upon us. His forthcoming book, Up Your Nonprofit, will expand on these themes, offering a roadmap for organizations ready to embrace change.

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Social media strategist, author, and TEDx speaker, Robin Nathaniel, unpacks the connection between human relationships and digital platforms. With fresh ideas and candid energy, Robin introduces his SYNC Method—a framework designed to help nonprofits create authentic, meaningful engagement online.

Robin explains, “S is for simple. Messages you can say in four words—don’t say in twenty. Don’t overcomplicate your story.” He challenges organizations to focus less on technical jargon and more on clarity. The “Y” stands for Yield—yielding to intention. Instead of just pushing events, campaigns, or donation requests, he urges nonprofits to ask themselves what feelings and actions they want their audiences to experience before hitting “post.”

“N” is for Natural. Too often, Robin points out, organizations spend hours in the “makeup room,” worrying about lighting, graphics, and backgrounds. Instead, he recommends the “best friend test”: write and speak in a way your closest friend would understand. Finally, “C” is for Change It Up. Social media is not a box-checking exercise. Robin stresses adaptability: experiment, reset, and test new content approaches as platforms evolve.

Nonprofits often overwhelm supporters by blasting out too much information at once. Robin’s framework offers a more human and sustainable way forward. He also adds a crucial reminder: “The real measure isn’t clicks or conversions. It’s how you improve the lives of the people receiving your content.”

The conversation takes a deeply personal turn when Robin shares his Joy Audit, developed after the tragic loss of his brother. By redefining his life through the lenses of Create, Connect, and Contribute, Robin discovered how to realign time and energy toward purpose—linking directly to nonprofit burnout, recognizing how leaders often wear multiple hats without space for renewal.

Robin takes the time to lay out a Nonprofit Social Media Startup Plan:

1. Identify bandwidth and the right person for the role.

2. Define your true audience.

3. Learn where they spend time online.

4. Match the right team skills to the right medium.

5. Commit to six months of consistent effort before reassessment.

Investing in social media is not optional—it’s fundable, scalable, and mission-enhancing. This robust discussion blends strategic insight with heartfelt wisdom, offering nonprofits a playbook for building digital trust while protecting the joy and resilience of their teams.

TheNonprofitShow #SocialMediaStrategy #NonprofitCommunications

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Fundraisers Friday cohosts Julia C. Patrick and Tony Beall dive into a thought-provoking conversation about the future of corporate sponsorships, the changing dynamics of nonprofit partnerships, and the launch of their new book, The Architecture of Fundraising.

The show kicks off with Julia setting the tone for a discussion that is anything but light—because corporate sponsorships in 2026 will demand more strategy, accountability, and creativity than ever before.

Tony adds his perspective, explaining how employee engagement has overtaken gala tables as the centerpiece of sponsorship. He explains: “When structured well, employee engagement helps a corporation develop emerging leaders through volunteerism, while strengthening teams through shared service experiences.”

Julia expands the conversation by connecting sponsorships to employee retention, HR priorities, and brand loyalty. She shares real stories from her career, including the tough calls nonprofits face when lucrative corporate dollars come from companies with misaligned values. Together, the cohosts explore how consumer behavior and corporate reputation intersect with philanthropy, reminding us that today’s donors and customers expect alignment of values, not just a logo on a program.

The episode doesn’t shy away from controversy. DEIB funding withdrawals, politically charged sponsorships, and “cancel culture” pressure on corporations have already reshaped the landscape. Julia tells of an advisory board that lost funding simply for using DEIB language, while Tony points to Pride organizations nationwide that saw longtime sponsors retreat. Yet both emphasize that diversification of revenue, transparent policies, and mission alignment are essential for weathering these storms.

Technology and data are also at the forefront. Sponsors are no longer satisfied with anecdotes or temporary goodwill; they want measurable outcomes. Julia and Tony challenge nonprofits to track impact rigorously, report frequently, and integrate sponsor ROI into community stories. The conversation makes clear: numbers, stories, and values all matter—and nonprofits that can weave them together will win long-term partnerships.

This episode motivates nonprofits to rethink how they approach corporate sponsors. The message is unmistakable: the future of sponsorships is about long-term vision, measurable impact, and authentic alignment.

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Step into a conversation that goes right to the heart of nonprofit operations: banking relationships, establishing credit, and securing financial footing for long-term stability. Guest Jason Garcia, CEO of Holdings, a bank just for nonprofits, offers real guidance on how nonprofits can think like businesses when it comes to financial credibility and strategy.

Jason begins by sharing his vision for HoldingsForGood.com: “Our hope and mission is to be the dedicated partner for nonprofits across the U.S. and help them achieve their goals and increase their chances of success in their missions.” With a career built in community banking and startup finance, Jason brings a sharp perspective to an area where many nonprofits struggle—creditworthiness.

The conversation turns to the importance of establishing a credit strategy early. Jason advises that nonprofits should begin as soon as possible, even if they aren’t immediately seeking loans or credit lines: “The best time to talk to different credit providers is when you don’t need it.”

Practical steps emerge throughout the conversation, cohosted by Ellie Hume and Julia Patrick. Building a strong permanent file of organizational documents—EIN, IRS determination letter, bylaws, state registrations—was identified as essential. Ellie emphasizes that many nonprofits have these materials but often can’t locate them when needed. Jason describes how physical addresses (not PO boxes) are becoming non-negotiable due to fraud prevention measures, a reminder of how operational details intersect with financial access.

This important discussion expands beyond traditional lines of credit. Vendor relationships, government contracts, and reporting to credit bureaus such as Dun & Bradstreet, Experian, and Equifax were positioned as overlooked opportunities to build a financial profile. Ellie points to the frustrations nonprofits face when executive directors are forced to tie personal social security numbers to organizational credit cards.

What will be clear is that banking relationships are not just transactional; they’re strategic. From choosing the right accounts and systems that sync seamlessly with accounting platforms, to knowing when to push for the removal of personal guarantees, nonprofits must think about finance as a forward-looking strategy rather than an emergency fix.

The episode closes with an energizing call from Jason: operate like a business. By being proactive with credit, asking the right questions of financial partners, and benchmarking against peer organizations, you can position your NPO for resilience!

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We’re exploring a powerful theme that affects every nonprofit: the necessity of diversifying revenue streams—with cohosts Julia C. Patrick and Tony Beall. While fundraising is often viewed as a singular number to hit, Tony ignites the convo with, “If we are focused on putting everything in one basket, we’re putting our programs and services at risk.”

Together, they walk through the “lanes” of nonprofit revenue: major gifts, corporate sponsorships, grants, and planned giving—each requiring different skill sets but all anchored in one common thread: relationships. Tony’s thinking. . . “True success in fundraising rests in your ability to build relationships, even in grantmaking where you may need an invitation from a foundation.” Julia echoes the reality that planned giving, while unpredictable, can yield transformational gifts, while corporate sponsorships often demand careful alignment between mission and brand values.

The informative conversation covers monthly giving programs, now empowered by digital tools. What once felt arduous is now a viable, forecastable stream. Monthly donors often “testing” an organization with smaller contributions before stepping into major gift or legacy conversations—a fact savvy nonprofits should embrace. Julia points out how this incremental giving builds a sense of community: donors rowing in the same direction together, proving that even $10 a month can matter.

‘Cause Marketing’ receives sharp focus. Tony explains that beyond revenue, its real value is in brand awareness. “What is the soft dollar value of the exposure your nonprofit gains?” he asks, while cautioning that consumers demand authentic mission alignment; token efforts rarely shift donor or customer behavior without deeper resonance.

The discussion wraps with a thoughtful action strategy: how nonprofits allocate time and talent across lanes. For many, events consume disproportionate staff energy—sometimes to the detriment of post-event stewardship. Tony clarifies how staff specialization matters too—grant writers are not gala planners—and leaders must invest in professional development and digital tools to support diversification.

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Dr. Stephanie Rose-Belcher, COO of JMT Consulting, and Kristen Stine, HR Director at JMT Consulting, explore the real financial and human costs of nonprofit staffing. This discussion blends finance, HR, and leadership into a compelling narrative about how organizations can protect their missions by rethinking how they hire, onboard, and retain talent.

Stephanie begins by framing the evolution of nonprofit finance within a technological context. Reflecting on the industry’s shift from ledgers to AI-enabled platforms, she notes: “Technology lets finance leaders be much more of a strategist than ever before, not just someone crunching numbers and submitting reports.”, capturing a fundamental truth: today’s nonprofit financial leaders are central to strategy, not just compliance.

Kristen brings the HR dimension into focus by quantifying the staggering financial cost of turnover. “According to the Deloitte survey, we’re looking at anywhere between 50 and 200% of the annual salary of a person to recruit them, onboard them, and get them up to speed,” she warns. Beyond dollars, she points to the strain turnover places on morale, workload, and culture. Investing in retention, she argues, is not a “nice to have” but a fiscal necessity.

The discussion highlights how onboarding inefficiencies further magnify these costs. While skilled professionals may shorten the curve, Stephanie cautions that “to get to mastery and really know the organization and its nuances, it takes a hard four months for an experienced person and six months or more for others.” Without deliberate investment in training, mentorship, and culture-sharing, nonprofits risk losing ground during this critical period.

Both guests emphasize that solutions need not be costly. Flexible scheduling, sabbaticals, leadership development, and even creative benefits platforms can create workplaces that people want to stay in. They stress the importance of tailoring approaches across generations: younger staff may prioritize professional growth, while older or part-time staff may value flexible time. Equity, transparency, and HR creativity, they argue, can reconcile these different expectations.

The episode closes with a look ahead to JMT’s Innovate 2026 conference in Washington, DC—an event designed to unite finance leaders around not just technology, but broader trends shaping nonprofit leadership and sustainability.

This conversation challenges nonprofit leaders to view HR and finance as inseparable. Recruitment and retention decisions are not only about culture—they are also about stewardship of resources, organizational stability, and the ability to serve missions with consistency and strength.

TheNonprofitShow #NonprofitLeadership #HRandFinance

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Leadership isn’t about perfection—it’s about presence, awareness, and courage. That’s the central message of this sparkling conversation featuring Wendy F. Adams, CFRE, CEO of Cultivate for Good, co-host Ellie Hume of Your Part-Time Controller, and co-host Julia Patrick. Together, they unpack what it means to truly “read the room” and lead with authenticity.

Wendy brings her trademark candor and wisdom to the conversation. Affectionately called the “Elephant Slayer”, she reminds us that every meeting has unspoken dynamics—and ignoring them doesn’t make them disappear. “There’s always one in the room and it doesn’t get any smaller. We’ve got to be able to read that,” she offers. Her advice? Pause, acknowledge what’s happening, and create space for truth to emerge. Far from being awkward, this honesty often gives others permission to voice what they’re feeling too.

Ellie adds valuable perspective from the accounting and numbers world, where emotional intelligence isn’t always the strongest suit. Her questions prompt Wendy to outline practical strategies—like intentionally setting tone before a meeting, clarifying expectations, and practicing emotional awareness in social settings as a warm-up for boardroom discussions. It’s not about being naturally gifted; as Wendy emphasizes, “Spoiler: it didn’t come natural to anyone. This girl is working on it all the time.” Growth comes from steady practice.

The trio also explore the modern challenge of hybrid and virtual meetings. Cameras off? Silence in the Zoom squares? Wendy pushes back against the false assumption that silence equals agreement. Instead, she encourages leaders to embrace pauses, ask clarifying questions, and bring remote participants into the conversation first. It’s about building connection and respect, not just plowing through an agenda.

Julia raises a deeply personal question: can seasoned leaders in their 60s really evolve? Wendy’s answer is refreshingly hopeful—yes. Tools like the “Five Voices” framework help leaders understand their natural style while intentionally developing their weaker “voices.” Courageous leadership is about humility and transparency, she argues. Admitting to your team that you’re learning and evolving isn’t weakness—it’s a strength that inspires trust.

For emerging leaders, Wendy’s advice is equally empowering: don’t wait for perfection. Ask questions, seize small opportunities to lead projects or meetings, and allow your leadership style to grow alongside your organization. If you outgrow your current space, that’s not failure—it may simply mean it’s time to align with a new environment that fits your values and vision.

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In a conversation that feels more like a real-time crisis briefing than a casual update, Derick Dreher, Government Funding Department Leader at Your Part-Time Controller (YPTC), breaks down the latest turbulence in federal funding. If your nonprofit depends on government grants—or even corporate partnerships—you’ll want to pay attention.

Derick opens with a stark truth: “Change is the only constant these days.” Over the past several months, nonprofits have faced an unprecedented series of delays, freezes, and sudden shifts in the flow of federal dollars. From an outright funding pause by the Office of Management and Budget to agency-specific cancellations and now a new executive order forcing a 30-day grant-making pause, the reliability nonprofits once counted on has been replaced with a precarious “rolling boil” of uncertainty.

But it’s not just about delays. The newly passed One Big Beautiful Bill—a sprawling 900-page spending package—introduces a corporate giving floor of 1% of taxable income. The concern? Many corporations have historically given just under that threshold, meaning some could cut giving entirely, while others may “bunch” donations into large, infrequent gifts, creating cash flow whiplash for nonprofits.

Derick also tackles a thorny, politically charged issue: DEIB (Diversity, Equity, Inclusion, and Belonging) language in grant applications. After an executive order forbidding “illegal discrimination” without clearly defining it, some nonprofits began scrubbing websites and documents out of fear of jeopardizing awards. New DOJ guidance offers more clarity, but each organization will need to work with legal counsel to understand the implications.

Equally eye-opening is a startling public perception gap: only 5% of Americans believe they’ve interacted with a nonprofit, despite most having lifelong contact with them—from hospitals and schools to museums and sports leagues. Derick urges nonprofits to continually communicate their value to stakeholders and elected officials, noting that state and local funding often originates from the federal level.

Looking ahead, he’s watching two key indicators: the volume of grants listed on grants.gov (a barometer of federal stability) and the progress of 12 appropriations bills that must pass before October 1 to avoid a government shutdown. His advice? Increase the frequency of cash flow projections, consider lines of credit, and engage corporations now—before the 2026 deduction changes kick in.

Derick’s message is both calming and urgent: understand what you can control, seek accurate information, and act strategically to protect and position your nonprofit to thrive, even in a climate where certainty is in short supply.

TheNonprofitShow #NonprofitFunding #GovernmentGrants

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Has your nonprofit ever had a simulated break-in to test your digital defenses? If not, you may already have an intruder inside!

Cyberattacks aren’t just happening to big corporations—they’re happening to nonprofits every day. And far too many organizations have no idea they’ve been breached until months later. Cybersecurity expert Michael Nouguier, Partner of Cybersecurity Services at Richey May, pulls back the curtain on the urgent, often-overlooked practice of penetration testing—known as “pen testing.” His message is blunt: if your nonprofit hasn’t done one, you may already be compromised.

Michael explains that a pen test is essentially a real-world simulation of a cyberattack, conducted by ethical hackers to expose weaknesses before malicious actors exploit them. “It’s like hiring a home inspector before you buy a house,” he says, “but instead of finding leaky pipes, we’re finding the digital doors and windows you’ve accidentally left wide open.” These gaps can exist in email, donor databases, websites, payment systems—anywhere sensitive information lives.

The process starts with scoping—identifying your organization’s tech environment, third-party tools, and data flows. From there, ethical hackers gather open-source intelligence (OSINT) to see what information about your nonprofit is publicly available, then attempt to exploit any vulnerabilities found. This may involve phishing attempts, network access attempts, or probing for weaknesses in online applications. Post-exploitation, the team determines how far they can move within your systems—accessing donor records, financial data, or confidential client files.

The findings are compiled into a detailed report, along with a letter of assessment that can be shared with insurers or contractual partners. In many industries, including healthcare, justice, and education, annual pen testing isn’t optional—it’s required by regulation or by contract. Yet, as Michael warns in this episode, many nonprofits sign agreements without realizing they’re agreeing to perform such tests.

Waiting too long is costly. IBM research shows that proactive security measures can save organizations over $200,000 per breach. On the flip side, skipping pen testing can raise your cyber insurance premiums—or get your coverage denied entirely. And because updates, new software, and staffing changes continually introduce new risks, pen testing isn’t a one-and-done task—it’s an annual checkup for your organization’s digital health.

Michael also touches on the human factor. When testing social engineering risks, you often don’t alert staff in advance—because real attackers certainly won’t. The goal is to create realistic conditions, not staged ones.

This conversation should serve as a wake-up call: penetration testing is not an optional luxury—it’s a frontline defense. Whether you hold donor payment information, confidential case files, or sensitive program data, you can’t afford to leave your cybersecurity to chance.

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Online giving isn’t just the future of fundraising—it’s the now! Emily Kelly, National Accounts Manager at Bloomerang, delivers a practical, energizing roadmap for nonprofits to raise more money online—without adding more stress to already full plates.

This conversation is for any nonprofit ready to increase online giving, improve donor retention, and strengthen relationships in a digital-first world. Emily blends practical “fix it today” steps with a bigger vision for creating donor experiences that inspire giving, year after year.

Emily’s passion for relationship-building is woven through every tactic she shares. With a background in marriage and family therapy, she sees fundraising not as transactions, but as an opportunity for deeper human connection. “The power of please and thank you is so much more powerful than anything else,” she begins—a reminder that technology should serve relationships, not replace them.

Her first piece of advice is deceptively simple: make sure your donate button works. Too often, organizations overlook this basic step. Then, view your donation page through the eyes of a first-time visitor—would you feel compelled to give? Is it clear, inviting, and emotionally engaging? Placement matters too. The donate button should be easy to spot, ideally at the top of your page, without forcing visitors to search for it.

Emily urges nonprofits to offer multiple payment options—credit/debit cards, Apple Pay, Google Pay, ACH, and even Venmo—to meet donors where they are. Each generation prefers different tools and limiting payment methods risks losing potential gifts.

She also challenges organizations to reimagine the donor experience for online gifts. Segmentation is key—tailoring acknowledgments by gift size, donor type, or relationship history. A generic thank-you isn’t enough; donors want to feel seen and valued. Communication preference tracking—whether donors prefer email, phone, text, or snail mail—helps build authentic connections and increase retention.

And yes, the old-fashioned phone call is making a comeback. Emily shares research showing that calling a first-time donor within 24–48 hours makes them four times more likely to give again. Whether done by staff, volunteers, or board members, these calls create goodwill on both sides—reigniting board member engagement while deepening donor trust.

Emily’s philosophy is clear: treat every gift, whether $50 or $50,000, as the start of a relationship. One-time gifts can become long-term commitments—or even legacy gifts—when nonprofits follow up with gratitude, intentionality, and consistent communication.

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Connected TV (CTV) advertising isn’t just for big brands anymore—it’s an emerging frontier for nonprofits to tell their stories on the biggest screen in the house. Kris Johns, CEO and founder of AdGood, shared how his organization is unlocking unused, high-quality streaming ad space for nonprofits—at up to 70% off market rates.

AdGood works directly with major publishers and platforms to collect unfilled “ad slates” (those silent filler moments you see while streaming) and make them available exclusively to nonprofits. “We sit at the bottom of the ad stack,” Kris explains, “so anything they don’t fill, we get access to.” This programmatic approach allows nonprofits to run CTV campaigns with the same flexibility and robust reporting as they would on Meta or Google—except now, they’re on television.

CTV offers a unique blend: the emotional impact of a full-screen, in-home experience with the precise targeting of digital marketing. Nonprofits can target down to a single ZIP code, choose dayparts, and even adjust campaigns mid-flight for maximum return. It’s an opportunity to put your mission front and center while supporters are engaged with content they love.

For organizations without in-house production capabilities, AdGood has built a self-serve AI-powered ad generator. In just minutes, nonprofits can create a 30-second, TV-ready spot by entering their website URL, swapping images or scripts, and even translating into 30+ languages. Ads can be hyper-local (with a budget starting at just $250) or scaled nationally with managed services.

Kris emphasizes that this isn’t just about filling empty ad space—it’s about empowering nonprofits with tools and access they’ve historically been priced out of. AdGood is also piloting full attribution reporting to track which viewers saw an ad, visited a nonprofit’s site, and ultimately donated.

From small-town initiatives to nationwide campaigns, the flexibility and affordability of CTV through AdGood could change how nonprofits think about media. As Kris puts it, “Our goal is to turn marketing from a cost center to a profit center for nonprofits.”

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This high-energy episode of Fundraisers Friday is packed with smart, actionable tips to help nonprofit leaders reignite board engagement—especially when things feel slow or disconnected. Cohosts Julia C. Patrick and Tony Beall bring clarity, candor, and creativity to the perennial challenge of motivating board members to actively participate in fundraising.

“If board members understand their roles and are equipped with tools, they can feel confident and proud to help raise funds,” starts Tony. He encourages nonprofits to start with clear job descriptions and fundraising expectations—not as pressure, but as empowerment.

Julia adds heart to the conversation with a powerful reflection: “When we elevate one board conversation, that knowledge often travels with members into other parts of their community.” This ripple effect of board engagement is a golden opportunity for nonprofits to build momentum well beyond their own walls.

They cover eight key strategies, including:

· Revisiting board policies and roles in fundraising

· Turning mission moments into impact moments

· Using real dollar amounts (not percentages!) to make financial urgency tangible

· Engaging board members in grant applications and partnership opportunities

· Celebrating donor wins and learning from not-so-great experiences

· Tapping into each member’s personal “why” to foster deeper commitment

One particularly refreshing approach? Encouraging board members to share their successes—and even their mistakes—so others can learn and grow together. “We’ve all had experiences as donors, good and bad,” says Tony. “Sharing both helps us create better outcomes and stronger relationships.”

You’ll also hear a compelling conversation about how board members can fill various fundraising roles—prospector, cultivator, solicitor, or steward—so no one feels forced into uncomfortable territory. “Every board member can participate in at least one of these ways,” Tony reminds us.

This episode is perfect for any nonprofit leader preparing for a seasonal push or looking to infuse new energy into board culture. With warmth and wisdom, Julia and Tony show that reigniting your board starts with real connection, clarity of purpose, and honest conversation.

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What if our best intentions were doing more harm than good? In this compelling and unflinchingly honest conversation, global humanitarian consultant Jen Brewer, Vice President at Care for Life, challenges the deeply ingrained dynamics behind the so-called “hero complex,” also known as the white savior complex.

Jen’s lived experience—once showing up with “20 suitcases full of stuff to give” to Guatemalan communities—serves as the jumping-off point for this raw and revealing discussion about what real help looks like. With decades of international service work, Jen isn’t interested in guilt trips or shame tactics. Instead, she invites a shift from paternalistic giving to genuine empowerment.

Care for Life’s Family Preservation Program in Mozambique provides a concrete model. Rather than offering handouts or short-term missions, they employ local staff to walk with entire communities through multi-year journeys of education, self-reliance, and sustainable growth. Jen makes clear: this isn’t about swooping in and saving people—it’s about listening, partnering, and trusting communities to lead themselves.

“The only tweak we needed to make,” Jen explains, “was to train their doctor—rather than replace them.” That small shift encapsulates her broader message: good intentions aren’t enough. Without humility, reflection, and a willingness to step back, well-meaning aid can unintentionally dismantle local economies, erode agency, and reinforce dependency.

She contrasts acute and chronic interventions, urging nonprofits to ask hard questions: Are we helping during a crisis—or perpetuating a crisis mindset for long-term issues like poverty? Are donors prepared to support systemic change instead of photo-worthy quick fixes?

The impactful discussion also surfaces the unspoken cultural programming behind American charity impulses—whether it's collecting coats for refugees or defaulting to physical donations over economic solutions. It’s not that action is wrong, Jen argues. It’s that the type of action matters—and often needs recalibrating.

Jen is not interested in charity that centers the giver. Instead, she calls for philanthropy that trusts and equips communities to solve their own problems—on their own terms. As she puts it, “If I have a program that requires me to run it, it’s a failure in progress.”

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Exploring how nonprofit fundraisers can adopt the disciplined mindset and tools of the startup world— with special guest Jeffrey Fidelman, CEO of Fidelman & Co.. Jeffrey, whose firm delivers "fundraise-as-a-service" to early-stage companies and emerging managers, shares a structured and data-informed approach to relationship-building that challenges many long-held assumptions in the nonprofit sector. This fascinating discussion will challenge nonprofit professionals to rethink the very architecture of their fundraising systems by borrowing proven tactics from startups—without sacrificing the human touch.

At the core of Jeffrey’s message is the idea that fundraising is a systematic process, not a single pitch or magical conversation.

Jeffrey maps out a dual-layer approach to fundraising: the quantitative layer, involving workflow, analytics, and consistency; and the qualitative layer, which focuses on personalization, trust, and long-term relationship development. He draws comparisons between nonprofit fundraising and sales funnels in the for-profit world, urging nonprofits not only to expand the top of the funnel, but to improve conversions at the bottom—where so much potential is lost.

A key takeaway for nonprofit leaders is the importance of tech-enabled tracking and experimentation. Jeffrey introduces the concept of hypothesis-driven outreach, advising organizations to run structured experiments over 60–90 days and adjust based on data. He explains how simple tools like Google Sheets or CRM platforms like HubSpot and Zoho can help nonprofits monitor donor progression, email open rates, and reply rates—unlocking previously invisible insights.

This rich conversation also addresses transparency, both internally and externally. Jeffrey critiques the secrecy often surrounding fundraising data within nonprofit teams and stresses the importance of shared pipelines and consistent communication. As he explains, success lies in setting expectations early and “being an extension of the team, not a black box.”

On segmentation, Jeffrey contrasts mass marketing with targeted outreach, arguing that larger gifts demand deep personalization. He recommends nonprofits resist the impulse to blanket every potential donor and instead invest time in researching each prospect—"go on their LinkedIn, learn about them”—to craft meaningful connections.

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In a sector that thrives on purpose yet struggles with burnout, Paul Hanscom, Chief Growth Officer at Ewald Consulting, unpacks what happens when nonprofits become risk-averse after a crisis—and the surprising costs of playing it safe.

This conversation is a powerful challenge to nonprofit leaders: don’t retreat. The world is still changing—rapidly—and the organizations that will thrive are those who remember what got them through the last storm and are brave enough to face the next one head-on.

Paul, a Certified Association Executive (CAE), begins with a reflection on 20 years of working with nonprofit boards and executives. His insights span not just the tactical, but the philosophical: What is lost when an organization, once agile and responsive during the pandemic, slips back into indecision and overly cautious governance?

As Paul notes, “We’ve opened up people’s eyes and created new opportunities… they don’t want to go back to the way things used to be.” This sentiment fuels the entire conversation—a reminder that organizations grew stronger by being nimble, collaborative, and bold during the pandemic. Now, many are at risk of losing that momentum.

Paul addresses executive burnout and decision fatigue. Boards are often leaning harder on Executive Directors and CEOs, who are caught between exhausted staff and cautious boards. As Paul puts it, “The turnover rates for executive directors have never been higher.” This reality points to the need to reassess organizational culture—not with fear, but with clarity and courage.

This dynamic discussion considers the root of the sector’s current malaise. Is it fatigue? Fear? Habit? The answer, Paul suggests, lies in building a risk-aware culture—where calculated experimentation is embraced, failure is allowed within reason, and data is balanced with decisiveness. He shares a compelling example of a board reluctant to shift from a “C” level initiative to an “A” one, simply out of fear they’d land at an “F.” The longer they waited, the more performance declined. It’s a parable many in the sector will recognize.

Perhaps the most valued idea comes toward the end: technology will change, funding will fluctuate, but what remains is the need for belonging. Paul makes the case that associations—and nonprofits writ large—are uniquely positioned to fulfill that human desire for connection, identity, and authenticity. “There’s nothing quite like it elsewhere,” he says, “and the clearer we can communicate that to the world, the more we resonate.”

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Explore a rarely discussed intersection in nonprofit leadership: the power of interim roles in development and fundraising, with Jeffrey R. Wilcox, President of Interim Executives Academy, and Joan McBride, CEO of GreatRake, McBride and Associates. This conversation charts new ground—arguing that interim fundraising leaders are not temporary placeholders but catalysts for cultural and operational evolution.

Jeffrey emphasizes that nonprofit organizations often treat development challenges as process issues, when in fact, they require deeper organizational change. “We don’t need a consultative intervention,” he declares. “We need an evolutionary capacity-building process.” Interim development professionals, he explains, are trained not just to execute fundraising tasks but to reimagine philanthropy as a shared, embedded function across an organization.

Joan shares her own trajectory—from consultant to interim executive—and reinforces the value of a full-year commitment in interim roles. This timeframe allows for relationship-building, stabilization, and insights into the entire annual fundraising cycle—giving successor hires a strong foundation for long-term success. She points to one assignment where her interim groundwork helped a permanent hire stay three years—well beyond the national average of 19 months for development directors.

The episode also confronts difficult truths about turnover, burnout, and unrealistic expectations in fundraising leadership. Jeffrey notes that many fundraisers are “kicked to the curb” despite their talent. His solution? An intentional training program rooted in 14 core protocols for sustainable philanthropic leadership. These protocols are designed to ensure that interims leave behind a strengthened infrastructure and a clear pathway for future leaders.

The discussion widens to explore systemic issues—from federal funding cutbacks to AI’s impact on communication, from work-life balance across generations to equitable fundraising in diverse communities. What ties it all together is Jeffrey’s passionate statement: “Interims have to bring an organization a commodity called hope.” More than strategists or managers, interim leaders are meant to restore belief in what’s possible.

This fast moving episode reframes interim development leadership not as a stopgap, but as a proactive, strategic solution to one of the sector’s most persistent challenges: building a culture of philanthropy that endures.

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For nonprofit leaders who want to improve internal communication, build a culture of philanthropy, and empower their entire team to support fundraising goals, cohosts Julia C. Patrick and Tony Beall spark an important and timely conversation about the often-misunderstood role of fundraising teams—and how to break down the organizational silos that hold back true impact.

With wit, warmth, and wisdom, the pair explores why internal teams—from programming to finance to marketing—need to better understand the full picture of development work. From donor stewardship to impact selling, the development role is far more than gala invitations and lobster dinners. “Fundraising is everyone’s business,” Tony shares, “because all departments contribute to the promises we make to donors.”

The cohosts lay out how development professionals are often misperceived as simply social butterflies, when in fact their work is relationship-building, mission-selling, and impact-driving. They offer smart, actionable suggestions for fostering stronger internal collaboration—such as shared Google Docs for monthly updates and scheduled cross-departmental briefings—to ensure all team members know what’s happening across the organization.

Julia and Tony also discuss the powerful role of storytelling, customer service, and donor engagement, comparing nonprofit stewardship to luxury brand experiences. They encourage staff to become donors themselves—to feel what it’s like to be thanked (or not) and to understand the emotional side of giving.

They wrap up with a compelling case for emotional intelligence in leadership. Julia recounts a story where a development director felt deflated after discovering their C-suite colleagues didn’t know the annual fundraising goal—only to realize that fear, not apathy, was behind the silence. “There are no dumb questions when we’re trying to serve our community better,” Tony adds.

00:00:00 Fundraisers Friday welcome
00:01:52 Why the development team is misunderstood
00:03:05 The myths of fundraisers and public perception
00:04:15 What “impact selling” really means
00:05:23 Long-term donor strategy over one-time wins
00:06:58 Luxury branding as a model for donor stewardship
00:08:17 Sharing development metrics across teams
00:10:26 Breaking down internal silos in nonprofits
00:11:49 Why program teams and fundraisers must align
00:15:51 Building a true culture of philanthropy
00:18:05 How small gifts test donor engagement
00:21:06 Applying customer service to donor relationships
00:25:01 Emotional intelligence in nonprofit leadership

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It’s budget season for nonprofits, and Dr. Stephanie Rose-Belcher, Chief Operating Officer at JMT Consulting, brings powerful insight to the table in this energizing session with host Julia Patrick. With over three decades of nonprofit sector expertise, JMT helps finance departments move from back-office cost centers to proactive strategy drivers—and Stephanie shows us how. Whether you’re preparing for the fiscal year or completely rethinking how your nonprofit builds financial strategy, this episode offers more than insight—it gives you a roadmap.

“We need to stop thinking of budgets as fixed and start treating them like what they really are—a living, breathing plan of action,” Stephanie begins. This instructive conversation lays out exactly how nonprofit leaders can reframe budgeting as a collaborative, mission-aligned process rather than a one-time spreadsheet task.

The conversation opens by emphasizing the necessity of starting with a strategic plan. Before anyone touches a budget template, the entire leadership team needs to align on long-term goals, funding mechanisms, and sustainability models. Only then does budgeting begin—with intention and purpose.

Stephanie urges nonprofit leaders to ditch the siloed approach. Budgeting shouldn't live with just the CFO. It must involve department heads, development teams, and the board to ensure full alignment between goals and resources. This transparency avoids the all-too-common tension that arises when program and development departments operate without a shared roadmap.

One standout tip: Build not one, but three budgets—best case, expected case, and worst case. “This isn’t just a COVID-era idea,” Stephanie asserts. Scenario planning is a best practice that strengthens resilience and foresight.

Stephanie also shares how benchmarking and key performance indicators (KPIs) can become tools for empowerment, not just financial oversight. When done right, they spark innovation and teamwork. Monthly forecasting and open communication about KPIs help leadership make smarter decisions and enable course corrections before things go off track.

But transparency must be handled with care. Stephanie offers practical advice on sharing financial realities without inciting panic. By pairing clear updates with actionable solutions, organizations can rally their teams around shared responsibility instead of fear.

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How do you lead when everything feels uncertain? Carina Santa Maria, CEO of Shelter Youth and Family Services, shared a bold, forward-thinking approach to nonprofit leadership in challenging times. From weathering funding impasses and the pandemic to rethinking donor relationships and pioneering new models of care, Carina proves that crisis can be a catalyst for transformation.

Shelter-Inc.org, based outside Chicago, has served vulnerable youth and families for 50 years. Yet Carina candidly shares that despite its legacy, the organization has had to reinvent itself multiple times. Whether navigating Illinois’ state budget freeze or pivoting during COVID-19, the common thread has been resilience backed by strategy. “We had to pivot and find the resources to make sure those services were delivered,” Carina says.

But this conversation is about more than survival—it's about rising. Carina reveals how she and her team moved away from event-based fundraising and focused on cultivating deep donor relationships. The result? A record-setting $1.8 million raised in one year—without galas or trivia nights. This change didn’t come easy, but it paid off with greater mission alignment and long-term investment from supporters.

Carina also discusses the organization's next bold chapter: building Illinois’ first DCFS-approved group home for child victims of human trafficking. What began as a donor’s $50,000 trust experiment has blossomed into a $5 million initiative. “He told me, ‘I don’t care if it works. I just want to see you think outside the box,’” Carina shares. It’s a stunning example of what’s possible when leaders are trusted and supported to innovate.

The episode touches on advocacy, trauma-informed storytelling, and building credibility through impact rather than sentiment. Carina makes a compelling case for nonprofit leaders to demand their place at decision-making tables and challenge outdated narratives that nonprofits are less strategic than their corporate counterparts.

For nonprofit professionals, this conversation is both a challenge and a blueprint. Carina reminds us that strategy, communication, and vision can carry organizations through uncertainty—not just intact, but stronger.

00:00:00 Welcome
00:01:27 What Shelter Youth and Family Services does
00:02:37 Navigating 24/7 operations and community needs
00:03:50 Impact of state and federal policy on services
00:04:44 Surviving Illinois' budget impasse and COVID
00:06:38 Managing donor fatigue and funding volatility
00:07:53 The importance of donor communication
00:09:43 Leveraging board and stakeholders as advocates
00:11:26 Advocacy and public perception of trafficking
00:12:59 Systems change as financial strategy
00:13:53 Transitioning from events to major gifts
00:17:08 Donor trust leading to bold innovation
00:20:25 Trauma-informed storytelling vs. strategic impact
00:24:10 Educating partners and demanding a seat at the table
00:26:20 Saying no and owning nonprofit leadership

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What if your volunteer engagement strategy was more than just a nice-to-have? What if it were the heartbeat of your nonprofit’s growth, donor development, and impact? That’s exactly the message Nicole R. Smith, Executive Director of AL!VE (Association of Leaders in Volunteer Engagement), and Allie Acridge, Volunteer Engagement Specialist at The Women’s Community, bring to this energizing conversation.

Nicole, a Certified Volunteer Administrator (CVA), kicks things off by explaining the value of professionalizing volunteer engagement: “Managing volunteers, when done well, is like a conductor overseeing an orchestra.” She urges organizations to treat volunteer engagement as a strategic function that touches every part of the organization, not as an afterthought or disposable tag.

Allie echoes that sentiment through her work with a domestic violence and sexual assault shelter, where volunteer coordination is both delicate and essential. “You come to a point where you need more—and AL!VE is that ‘more,’” she shares. From managing trauma-informed volunteers to maintaining confidentiality and safety, Allie’s day-to-day shows why expertise matters in this field.

The conversation spotlights AL!VE’s broader mission: to empower, educate, and connect volunteer leaders nationwide. Nicole emphasizes how volunteers can—and often do—become donors, board members, and organizational champions. But that transformation requires intentional communication and inclusion from all levels of the organization. “Volunteers who are treated well will become your biggest advocates. They’re better than any marketing campaign you could buy.”

The duo also introduces the AL!VE Impact Awards, which recognize outstanding volunteer engagement leaders across the country. Whether you're nominating someone new to the field or a seasoned pro, these awards celebrate those orchestrating impact behind the scenes—and they're open now.

For those feeling like a “department of one,” Nicole reminds us: “You are not alone. We are your people.” From monthly workshops to a thriving network of peers, AL!VE offers a powerful support system for those championing volunteerism as a profession, not just a task.

Whether you’re in leadership or in the trenches, this episode is a rallying call to elevate volunteer management and treat it as the profession it truly is.

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Finding great fundraising talent doesn’t have to feel like searching for unicorns! On this Fundraisers Friday conversation, Julia Patrick and Tony Beall team up to demystify the talent search and show nonprofits how to recruit smarter, not harder. Whether you’re scrambling to fill a vacant role, thinking about future staffing needs, or exploring nontraditional ways to build your dream team, this conversation is packed with smart ideas and refreshing encouragement.

Tony kicks things off with a reality check: “There’s a lot of talent out there—but how do we find them, and how do we know they’re the right fit for our organization?” From there, the episode unpacks practical strategies for evaluating current and future needs, exploring interim and fractional solutions, and rethinking how we define “qualified” candidates.

One concept is hiring for ‘high will, low skill’—especially in entry-level and mid-tier fundraising roles. These candidates bring enthusiasm, adaptability, and mission alignment, even if they lack years of sector-specific experience. As Tony explains, it’s about looking beyond resumes and finding people who are ready to grow with your organization.

The duo also makes a strong case for casting a wider net when posting jobs. Sure, LinkedIn and Indeed are fine—but why not also try your Chamber of Commerce, Urban League, or networking groups? They suggest your next superstar might be a hotel events manager or a corporate sales leader ready for a purposeful pivot into the nonprofit world.

They also tackle “the poaching taboo” head-on. Recruiting local fundraisers isn’t shameful—it’s smart, as long as you’re doing it to grow your mission, not to raid someone else’s donor portfolio.

Finally, they discuss the pros (and myths) around using recruiting agencies. Think they’re just for C-suite hiring? Think again. Even small shops can benefit—these pros understand the landscape, fine-tune job descriptions, and save tons of time and stress.

These two provide you a toolkit for building a resilient, adaptable, and passionate development team—one smart hire at a time.

#TheNonprofitShow #FundraisersFriday #NonprofitHiring

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If you've ever worked in a nonprofit and found yourself fronting expenses on your personal credit card, you're not alone—and you're definitely not doing it wrong. But there's a better way. Our host sat down with GiveFront.com , to unpack how nonprofits can modernize the way they manage spending, reimbursements, and financial oversight.

Founder of GiveFront, Matt Tengtrakool, brings a unique dual lens to the discussion: one from years of hands-on experience running and managing nonprofit finances, and another from building financial technology designed specifically for the sector. His message is clear—nonprofits deserve modern tools to track spending, reduce fraud risk, streamline compliance, and eliminate burdensome reimbursement systems.

He explains that many organizations still operate with a single credit card passed around among staff—a system ripe for errors, delays, and a lack of accountability. GiveFront provides an alternative: customizable, trackable virtual cards that make it easy for even volunteers to make approved purchases. “You want to allow people to spend for your organization, but you also want control,” Matt explains. “And having the systems set up from the start is extremely important.”

The conversation covers common friction points between program teams and finance departments, shedding light on how better spend management can actually strengthen relationships across departments. Host Julia Patrick and Matt explore the psychological side of transparency, the real costs of missing receipts, and the ripple effects of poor policy enforcement.

Matt also shares how sales tax refunds—often ignored due to their complexity—can recapture up to 10% of an organization’s spending. With GiveFront’s built-in tools, nonprofits in states like North Carolina and Utah can automatically generate sales tax refund documentation without drowning in paperwork.

The episode wraps with practical advice: adopt a spend management platform, train your team on internal financial policies, and revisit those policies regularly. Because managing money well isn’t just about spreadsheets—it’s about trust, clarity, and making sure every dollar does the most good.

00:00:00 Introduction and Matt’s background
00:01:27 Why reimbursements are outdated
00:03:15 Volunteer spending made easier
00:05:12 How nonprofits currently use credit cards
00:06:36 Digital wallets and virtual cards
00:07:38 Receipt tracking and compliance challenges
00:10:01 The hidden cost of $10 transactions
00:10:55 Fraud prevention and virtual card use
00:13:17 Bridging the gap between finance and programs
00:17:56 Sales tax refunds and real savings
00:22:00 Policy clarity and spend management best practices

#TheNonprofitShow #SpendManagement #NonprofitFinance

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What if becoming a pilot wasn’t a dream reserved for the few—but a real career path for young people in underserved communities? In this inspiring conversation, Dana Donati, CEO of Breaking Down Barriers.org, shares how their aviation nonprofit is rewriting the narrative on who gets to fly.

Founded by former American Airlines CEO Doug Parker and his wife, Gwen, Breaking Down Barriers takes flight training and mentorship directly into Dallas communities where aviation has historically been out of reach. From first-grade classrooms to community colleges, Dana and her team spark interest in aviation careers early—well before the traditional fork-in-the-road moments of college or military service.

Dana explains, “Becoming a pilot is expensive. So sometimes that automatically pushes out the group of people that have the skill, just don’t have the financial means.” That’s where Breaking Down Barriers steps in—with scholarships, mentorship, and ongoing support that go beyond one-time transactions. Students sign a promise on day one: not just to succeed, but to return and uplift others in their community.

In a sector facing a massive talent gap, especially post-pandemic, this model isn’t just feel-good—it’s workforce development at its finest. Dana outlines how they rotate mentors every three months to give students exposure to multiple professionals and expand their aviation networks—replacing outdated “lifelong mentor” models with something more agile and sustainable.

This conversation goes beyond aviation. It becomes a blueprint for how nonprofits can foster generational change by focusing on access, exposure, and reinvestment. From field trips to local airports to connecting aviation with brands kids already know—McDonald's, John Deere, Disney—Dana's team finds innovative ways to plant seeds of possibility.

For nonprofits wrestling with how to reach and shape future professionals, Breaking Down Barriers offers more than a flight path—it offers a runway.

00:00:00 Welcome and Introduction
00:01:37 What Breaking Down Barriers Does
00:02:39 Addressing the Pilot Shortage
00:04:08 Aviation Career Pathways Beyond the Military
00:06:27 Identifying and Removing Career Barriers
00:07:58 The Cost Barrier and Financial Support
00:08:32 The Power of Mentorship and Networking
00:10:17 Rotating Mentors to Build Aviation Networks
00:11:47 Strategic Partnerships and Fundraising
00:14:21 Students Pledging to Give Back
00:16:19 Dana’s Personal Aviation Origin Story
00:20:24 Capturing and Sharing Student Success Stories
00:22:54 The Role of Workforce Development in Education
00:24:53 How to Inspire Young Students Toward Aviation

#TheNonprofitShow #AviationAccess #FutureWorkforce

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In a climate charged with political unpredictability, donor hesitancy, and organizational fatigue, Peter Heller, CEO and Founder of Heller Fundraising Group, returns to offer clear-headed perspective on what nonprofits should be doing now—not later. Drawing from decades of experience in higher education and over 20 years guiding capital campaigns and feasibility studies, Peter brings both context and calm to a sector feeling increasingly unsettled.

Fundraising is never easy, Peter reminds us. But right now, it’s especially daunting. Some organizations are facing existential uncertainty, while others are tempted to pull back entirely. “Even if we stopped talking right now,” Peter says, “and people went away with this one idea: wake up in the morning and believe that you and your nonprofit deserve that money—that mindset alone can shift your entire trajectory.”

Throughout the conversation, Peter offers a compelling blend of strategic realism and aspirational leadership. His guidance is rooted in both emotional alignment and actionable frameworks: acknowledge the difficulty, reaffirm your mission, and keep going. He warns against reactive messaging rooted in fleeting political tides and instead urges organizations to craft campaigns around timeless, hopeful visions that inspire long-term support.

One of the episode’s most striking moments comes when Peter recounts the Ossining Children’s Center’s $18 million capital campaign. Despite losing their board presidents, navigating the death of a lead donor, and facing pandemic-related hurdles, they built a beautiful childcare facility now serving a vibrant, diverse community. It’s not just a story of resilience—it’s a blueprint for bold action in the face of fear.

Julia Patrick (Show host) and Peter explore why now is precisely the moment for brave leadership—especially from boards. They discuss the board dynamics that can either stall or accelerate progress, and why it’s okay if those unwilling to commit step aside. As Peter puts it, “You need a core group who believe—and aren’t just dreaming, but working toward something achievable.”

This thoughtful dialog challenges the nonprofit sector to step into its power, maintain donor relationships through both silence and conversation, and embrace mission-driven fundraising as a moral imperative rather than a burdensome chore. Whether you’re in the middle of a campaign, contemplating one, or simply trying to stay upright, this conversation offers clarity, encouragement, and a seasoned perspective on how to move forward with confidence.

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The Chief Investment Officer at Christian Brothers Services, Steve Sliwinski, offers a highly approachable yet technically sound guide to nonprofit investment strategy. With decades of financial experience and dual designations as CFA and CAIA, Steve breaks down how organizations—regardless of size—can begin managing and growing their financial assets responsibly.

From policy benchmarking and committee structure to modern investment tools and trends like IP transfers and crypto, Steve’s insights will help demystify what can often be an intimidating subject. This episode is a must-watch for boards, CFOs, and executive leaders seeking clarity on how to begin—or refine—their investment approach.

The discussion begins with a history of Christian Brothers Services, which evolved from a cooperative model among Catholic schools into a nationwide provider of retirement, insurance, and investment services for thousands of institutions. This story serves as an example of scalable collaboration and strategic vision, offering NPO’s a compelling model for shared resource management.

Steve explains that waiting for a major windfall to begin investing is outdated thinking. “It’s certainly not out of reach to create a well-diversified portfolio with under $100,000,” he shares, emphasizing that even small recurring contributions—like payroll-deducted retirement savings—can grow into substantial assets over time. The message: nonprofits don’t need to be large to think long-term.

Much of the conversation centers around the role of the investment committee. Steve offers a fresh take, stating that technical expertise isn’t always necessary. What matters most is “a long-term orientation and strategic mindset.” Ideal committee size? Three to seven individuals with high-level focus, not necessarily financial professionals.

The conversation, with host Julia Patrick, continues into policy development and investment alignment with mission. Steve discusses how ESG (environmental, social, governance) or values-based screening—once costly—is now affordable and feasible even for small organizations. He encourages nonprofits to create an investment policy document in partnership with a consultant or a platform like Vanguard or Fidelity to ensure thoughtful, repeatable decision-making. He stresses the importance of sticking with the strategy through market fluctuations: “Set the policy at the beginning, know why it exists, and abide by it—especially in difficult times.”

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What happens when artificial intelligence collides with nonprofit hiring? Katie Warnock, CEO and Founder of Staffing Boutique, brings over two decades of recruitment wisdom to unpack the evolving world of nonprofit staffing—where AI, automation, and applicant tracking systems are rapidly reshaping the game.

From resume reviews to video interviews scored by machines, Katie walks us through what’s real, what’s useful, and what still absolutely needs a human touch. She describes AI as a powerful tool—but not a one-size-fits-all solution.

She shares how AI can now instantly generate candidate pipelines, automate scheduling, and send emails with the ease of a few clicks. But for seasoned recruiters like Katie, there's hesitation: trust and nuance still matter. And for organizations hiring in the nonprofit space, personality and mission alignment can't be faked—no matter how good your chatbot is.

This episode also explores the do’s and don’ts of keyword optimization, especially for nonprofit resumes. Katie gets specific about how grant writers, development staff, and even tech candidates should tailor their resumes for today’s smart hiring systems. Generic titles like “fundraiser” or “event planner”? Not enough. Think: gala, silent auction, CRM platform, institutional giving.

But perhaps most eye-opening is Katie’s reflection on the new loop: AI-powered interviews are becoming so common that some candidates now use AI to answer questions during the interview—prompting some companies to head back to in-person hiring. “There has to be some sort of reversal,” Katie warns. “How do you even trust that a resume was written by the person who actually did the job?”

This is a refreshingly candid, real-world conversation about modern hiring challenges in the nonprofit sector. You’ll walk away with smarter strategies, tech tools to explore (or avoid), and a renewed appreciation for the irreplaceable value of human connection.

00:00:00 Welcome and guest introduction
00:01:20 What Staffing Boutique does
00:03:50 AI enters nonprofit hiring
00:04:20 Understanding applicant tracking systems (ATS)
00:05:50 AI vs. human recruitment skills
00:07:00 Automating interviews and follow-ups
00:09:00 Why resume keywords matter
00:12:00 AI video interviews and ethics
00:14:45 Human touch vs. automation
00:17:30 LinkedIn Recruiter and candidate scoring
00:20:40 How AI tools can fake resumes
00:23:40 The case for returning to in-person hiring
00:27:00 Final thoughts and sector outlook

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This fast episode plants more than a few seeds—it digs deep into the fertile soil of fundraising tech and AI, showing nonprofit leaders how to embrace new tools without fear or being overwhelmed.

Co-host Julia Patrick opens with her signature energy: “It’s always a good day when I get to work with my cohost Tony Beall,” . . .and what follows is an energizing discussion around modernizing fundraising practices. The duo tackles AI not as a villain, but as a brilliant assistant. As Tony puts it: “AI is a tool, not a takeover.”

From predictive analytics to donor segmentation, Tony outlines how AI empowers fundraisers to work smarter—not harder. He reminds us that AI “creates a tremendous opportunity for prospecting,” especially now that tools like ChatGPT are as common as Google searches.

Julia reflects on how her organization embraced AI early on. “It has revolutionized the way we do business,” she says, underscoring (not literally!) how prompts, personas, and platform features help tailor messaging to diverse donor groups.

Tony speaks to how “ChatGPT can help you refine messaging for different donor sets… it’s still your words, but it’s helping you shape the message.” He urges fundraisers to treat the tech as an editor—not a ghostwriter.

They also dig into CRM evolution, with Julia commenting, “What we get today is not what we’ll have tomorrow.” Tony shares how CRM vendors are racing to integrate AI and support their users.

The conversation rounds out with a focus on multi-generational training, acknowledging that not every team member shares the same comfort with digital tools. Tony adds that leaders must explain “why we’re doing this” so that staff can buy in, even if it feels uncomfortable at first.

This episode isn’t just about tech—it’s about change, mindset, and purpose.

FundraisingTech #TheNonprofitShow

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Leadership meets lived experience as Eric Wilson, Director at Your Part-Time Controller (YPTC), unpacks the long-standing tension between nonprofit finance and programming. With warmth, wit, and real-world clarity, Eric takes us into the heart of the issue—how two departments with the same mission often work in silos, risking confusion, inefficiency, and financial misalignment.

From discussing budget misunderstandings to the implications of restricted funds, this episode challenges nonprofit leaders to ask themselves: “Are we communicating with intention—or just reacting when problems arise?”

Eric shares, “You don’t want people afraid to bring you a problem… I'd rather have a small problem early than a big problem later.” That mindset—proactive, people-first, and rooted in accountability—is the call to action for every executive, finance officer, and program manager tuning in.

Together with host Julia Patrick, they explore:

· Why many nonprofit staff don’t fully understand the true cost of programs

· How miscommunication around restricted funding can sabotage outcomes

· Why monthly check-ins between finance and programming are more than a best practice—they’re essential

· How fear creates silence and silence breeds mistakes

· What emotional intelligence and mutual education mean for modern nonprofit culture

This learning session is a leadership masterclass in creating cross-departmental unity through intention, clarity, and relationship-building. Whether you're a new program manager, seasoned CFO, or executive director trying to align teams—you’ll walk away with practical tools and a fresh mindset!

00:00:00 Welcome and topic introduction
00:01:13 Eric Wilson’s role at YPTC and regional insight
00:02:40 Finance meets programming—at home and work
00:04:17 What does the finance team actually do?
00:06:10 Why communication breakdowns happen
00:08:25 True cost vs. perceived cost in programming
00:10:53 Budget expectations and common disconnects
00:13:18 Restricted funds and organizational risk
00:17:01 How often should teams check in?
00:19:22 Finance as educator and mutual learning
00:21:33 Prevention vs. crisis mode
00:23:04 Addressing fear and improving collaboration
00:26:01 Remote work and new communication habits
00:28:14 Final leadership insights and takeaways

NonprofitLeadership #FinanceAndProgramming #TheNonprofitShow

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When a cyberattack hits your nonprofit, do you know what to do? Cybersecurity expert Michael Nouguier, Partner at Cybersecurity Services at Richey May, walks us through the essential steps every nonprofit must take—before, during, and after a cyber event. As host Julia Patrick notes, it's not a matter of if, but when, and being unprepared is no longer an option.

From clarifying what cyber insurance actually covers to practicing realistic incident response exercises, Michael offers a pragmatic and step-by-step guide tailored for nonprofit leaders. He points out, “Failure to plan is planning to fail,” and urges organizations to move beyond hope and into action.

The conversation dissects misconceptions, such as thinking IT alone can handle a breach or believing cyber insurance is a comprehensive solution. Instead, Michael recommends building internal resilience with tabletop exercises that include the board, C-suite, legal, and communications staff. These scenario-based run-throughs help teams build muscle memory and prevent panic when disaster strikes.

Third-party vendors—often a hidden weak spot—are addressed in detail. Michael reminds us, “You are the trusted data collector,” meaning nonprofits must ensure their vendors share the same security culture, including notification clauses and accountability.

What if the worst happens? Michael stresses calm, communication, and preservation of evidence. “Don’t delete anything,” he cautions, as doing so can sabotage forensic investigations and potential fund recovery. He also reminds leaders to report incidents to local authorities and the FBI’s IC3.gov, reinforcing the legal and ethical responsibility to act swiftly and transparently.

Perhaps one of the most human insights is around fostering a blame-free culture. Employees fearing punishment won’t report mistakes, making things worse. “Everyone—even me—has clicked a phishing link,” Michael admits, highlighting the importance of openness and psychological safety within teams.

This is a call to action for NPO leaders to shift from avoidance to preparedness. Cyberattacks are not just technical disruptions—they can financially and operationally dismantle an organization. With the right mindset, strategy, and comms plan, your nonprofit can weather the storm!

00:00:00 Welcome and Episode Overview

00:02:00 The Evolution of Richie May's Cybersecurity Services

00:04:00 What Cyber Insurance Really Covers

00:08:00 Third-Party Vendor Risks and Due Diligence

00:12:00 Real-World Impact of Cyberattacks on Nonprofits

00:15:00 Why Response Planning Beats Hoping for the Best

00:17:00 Tabletop Exercises: Practicing Incident Response

00:20:00 Who to Call When a Breach Happens

00:23:00 First Response Steps: Breathe, Engage, Preserve Evidence

00:26:00 Creating a Culture Where Mistakes Are Reported

00:29:00 Episode Recap and Takeaway

#TheNonprofitShow #CyberResilience

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A clear message: “Generosity is not dead—it’s transforming”, says Ann Fellman, Chief Marketing Officer at Bloomerang. As headlines churn out fatigue-inducing stories of donor decline and uncertainty, Ann injects much-needed optimism rooted in data and strategy.

“We are in it now,” Ann declares about the $70 trillion wealth transfer, urging nonprofits to act instead of waiting for the perfect moment. Drawing from the latest Giving USA 2024 findings, she reminds us that individual giving reached a staggering $592.5 billion, with 66% of that coming directly from individuals. “Individual Americans are ready and willing to support,” she tells us.

This recent conversation navigates beyond donor behavior into practical strategy. Ann challenges fundraisers to rethink short-term vs. long-term planning and ‘get real about programming priorities: What must be done, what should be done, and what would be nice to do?’ She lays out a compelling scenario-based approach to planning for revenue shifts, especially in a landscape threatened by grant losses and funding uncertainty.

She also makes a strong case for recurring giving. “Would you rather have a one-time $100 gift or $10 a month for years?” she asks. Despite the low adoption rate, recurring programs offer sustainable, predictable revenue and are easy to implement with today’s tech. She even floats the bold concept of creating a “monthly giving officer”—a role few, if any, nonprofits have embraced but one that could radically improve outcomes.

Transparency, too, is no longer optional. Citing data from Bloomerang’s Mission: Retainable report, Ann points out that while 65% of donors crave regular impact updates, only 36% of nonprofits actually deliver them. In an era when trust is easily eroded, communicating funding gaps and showing how you're responding builds confidence and inspires donors to act.

As Ann beautifully puts it: “There is generosity. It’s alive and well.”

00:00:00 Welcome & Introduction to Ann Fellman

00:02:30 What Bloomerang Actually Does for Nonprofits

00:04:15 How Tech + People = Better Fundraising

00:06:15 The Truth About American Generosity

00:08:30 Giving USA 2024 Highlights: $592B Raised!

00:10:00 Generational Wealth Transfer: $70 Trillion Opportunity

00:13:00 Donor Communication Gaps and Impact Reports

00:15:00 Monthly Giving—The Most Underrated Strategy

00:20:00 Scenario Planning: Must Do, Should Do, Nice to Do

00:24:00 How Transparency Builds Donor Trust

00:27:00 Highlighting Funding Gaps Without Fear

00:30:00 Final Thoughts: Don’t Be Discouraged, Generosity Is Alive

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Jeffrey Wilcox (President) and Joan Brown (COO) of theInterim Executives Academy unpack the harsh realities of nonprofit leadership turnover—and the game-changing role of interim executives.

Jeffrey starts this lively session with. . . “Interim leaders aren’t temps—they’re bees, cross-pollinating wisdom to prepare organizations for their next leader.” Joan Brown backs it up, revealing why first-time nonprofit CEOs crash and burn—often due to unclear job expectations, chaotic HR structures, and boards that operate like secret societies instead of partners.

This bouyant conversation with host Julia Patrick, gets real fast:

HR disasters are the #1 reason leaders get fired—think vague job roles, favoritism, and financial denial.

Boards scare new execs by locking them out of meetings instead of mentoring them.

Interims aren’t just placeholders—they’re strategic fixers who spend 9–12 months prepping orgs for long-term success.

Looking ahead, Jeffrey and Joan warn nonprofits: “If you’re only relevant to yourself, you’re already dying.” The future demands sustainable leadership, emotional intelligence, and ditching outdated board modelsthat hold orgs back.

00:00:00 Intro: Why Leadership Turnover is Crisis
00:02:33 Why First-Time Nonprofit CEOs Fail
00:06:00 HR Disasters Killing Organizations
00:10:45 How Interims Fix Toxic Cultures
00:15:38 Interim Leaders: Bees, Not Band-Aids
00:19:45 Future of Nonprofit Leadership
00:22:55 Relevancy or Bust for Nonprofits
00:27:09 Free Training Announcement

TheNonprofitShow

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How do you win the hearts—and hands—of Gen Z donors? According to Emily Tisdale, West Coast Manager for Team for Cures at the Multiple Myeloma Research Foundation (TheMMRF.org), you stop seeing them as “the future” and start engaging them right now.

In this lively session, Julia C. Patrick explores Gen Z’s philanthropic behavior with Emily, who’s on the frontlines of volunteer and donor engagement across three major markets. Emily doesn’t mince words: “This generation is not transactional. They want to be part of the change.” That means showing up, speaking out, and yes—expecting organizations to be transparent and impact-driven.

Emily explains how COVID-era isolation shaped Gen Z’s digital-first instincts, but also fueled a hunger for purpose. Whether it’s advocacy via Instagram, fundraising through peer networks, or attending real-life charity walks, Gen Zers are ready to get involved—when the mission speaks to them. “They don’t want to just cut a check and sit back,” she adds. “They want action.”

Julia challenges common assumptions about younger donors being flaky or too young to matter. Emily pushes back with stories of college students becoming long-term supporters, and volunteers maturing into major funders. “We need to meet them where they are today,” she says. “Because where they’re going is powerful.”

The conversation covers everything from social media strategies to cross-generational mentorship. One standout idea? Pair Gen Z volunteers with seasoned ones to create a mutual growth loop. “Our high-impact volunteers can become our highest-impact donors,” Emily points out.

Whether you’re building out a peer-to-peer campaign or rethinking how you cultivate loyalty, this episode offers a smart, real-world roadmap for tapping into Gen Z’s energy and values.

00:00:00 Welcome and introduction to Emily Tisdale
00:01:36 What MMRF does and why it matters
00:03:55 Who is Gen Z? Understanding this generation
00:05:52 Gen Z is already here—don’t wait to engage
00:07:28 Advocacy and action: Gen Z’s passion points
00:09:40 IRL vs. digital: How Gen Z shows up
00:12:02 Gen Z in peer-to-peer fundraising events
00:14:25 Strategies to keep Gen Z engaged
00:17:02 Content planning that actually works
00:19:01 Mentorship and cross-generational collaboration
00:22:28 What the future looks like for Gen Z donors
00:27:16 Real-life examples of Gen Z’s donor journey

GenZPhilanthropy #DonorEngagement #TheNonprofitShow

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In a whirlwind of nonprofit questions from viewers, Julia C. Patrick and Tony Beall splash into the world of fundraising mysteries. "We need to diversify our funding streams," Tony begins, setting the tone for a conversation that's part strategy session, part confessional. From the complex dance of fundraising committees to the cutting-edge world of cryptocurrency donations, these nonprofit mavens dissect the industry's most pressing questions with surgical precision and infectious enthusiasm.

How do fundraising committees work with board members? Committees can serve as talent pipelines and engagement platforms, with board members actively recruiting committee members.

Should nonprofits accept cryptocurrency donations? Yes, but carefully evaluate organizational readiness, donor demographics, and infrastructure.

What's the typical fundraising performance ratio? Generally 1:5 to 1:10 for development officers, varying by specific role and organization.

Are printed annual reports still relevant? Offer both print and digital versions, tailoring to donor preferences and organizational resources.

How should fundraisers demonstrate their value? Beyond monetary metrics, highlight pipeline development, donor retention, and mission impact.

00:00:00 Show Introduction and Sponsors

00:02:08 Fundraising Committees Deep Dive

00:07:51 Cryptocurrency and Donor Advised Funds

00:14:29 Annual Report Strategies

00:19:07 Fundraiser Performance Metrics

00:28:25 Closing Remarks and Gratitude

TheNonprofitShow #FundraisingInnovation #NonprofitStrategy

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Thinking of opening a nonprofit thrift store? Before you dust off those donation bins, take a lesson from Kate Thoene, CEO of New Life Center., as she gives us a masterclass in turning a pile of secondhand shoes into sustainable impact. Spoiler: It’s not as easy as slapping a price tag on old lamps and hoping for the best.

At Hope’s Closet, the social enterprise Kate oversees, “we don’t take anything that makes you ask, ‘Should I donate this or toss it?’” That tough-love clarity is part of what keeps their thrift shop not just afloat—but thriving. From curated donation bins and strategic store layouts to voucher programs for survivors of domestic violence, Kate walks us through how her organization uses retail to empower recovery, generate unrestricted revenue, and build community loyalty.

She breaks down staff structure (a mix of full-time employees and 1,000+ volunteers), donation flow (“you need new items hitting the floor daily”), and even how color-coded tags help them cycle out stale inventory. Plus, we learn about their fruitful partnership with Big Brothers Big Sisters—where unsellable items are bought by the pound, keeping the store clutter-free and the landfill grateful.

Don’t miss how this 5,000-square-foot shop became a community engine, churning out real, trackable impact. Kate shares insights on metrics, bonus incentives, messaging at point-of-sale, and even the exciting possibility of store #2. And yes, there's a half-off sale where even the “rules” go on discount.

If you’ve ever wondered whether charity shops are worth the effort, Kate answers that with a resounding yes—as long as you’re ready to think like a retailer, hustle like a startup, and lead with mission.

"The more we sell, the more we help survivors of domestic violence." — Kate Thoene

00:00:00 Today’s topic: Are thrift stores worth it?
00:01:55 What New Life Center does—and how Hope’s Closet began
00:03:42 The donation overflow that started a social enterprise
00:05:26 How vouchers empower survivors with dignity
00:06:59 Tips for getting quality donations consistently
00:10:03 Seasonal sales trends and revenue diversification
00:11:45 Selling both on the floor and by the pound
00:13:56 Staff, volunteers, and running a smooth thrift operation
00:15:41 Production flow and the secret to a fresh sales floor
00:17:14 Hiring, retail knowledge, and connecting sales to mission
00:19:09 Leveraging POS tech and staff bonuses
00:21:12 Sales strategy, color tags, and breaking the rules
00:24:00 Exploring a second location and future growth

#ThriftWithPurpose #thriftstores #TheNonprofitShow

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In this electric and occasionally uncomfortable conversation, Stephen Minix—VP of Community at UpMetrics—lays bare the myth that collaboration simply “happens” in the nonprofit sector. His assertion is sharp: “If I can cut the check, I can set the terms.” This statement cuts to the core of a sector that talks community but often operates in silos defined by funding power dynamics and compliance culture.

What emerges in this conversation is a compelling argument for a wholesale reframe of how nonprofits and funders work together. Collaboration, Stephen insists, isn't a mood or a moment—it’s a skill set that demands communication, clarity, and most of all, pre-work. Too often, organizations show up to collaborate without knowing what they’re actually prepared to give up, or what success even looks like in shared terms. “You can't play social impact ping-pong by yourself,” he notes. “You need a partner to hit it back.”

But this episode goes even deeper. Stephen challenges the performative elements of both philanthropy and nonprofit operations—conferences, reports, retreats—suggesting they often mask the hard reality: without time, trust, and aligned incentives, collaboration is nothing more than theater.

He offers practical alternatives. Funders should meet nonprofits in their spaces. Trust-based philanthropy, he says, doesn’t mean abandoning data—it means letting the nonprofit define what success looks like and equipping them with the tools to track and tell their story. It’s not about validation. It’s about learning.

Perhaps most powerfully, Stephen reframes trust as a proxy for risk tolerance. Real trust means relinquishing control—something many funders still find difficult. “We don’t wait till the end of the year to decide if our kids can read,” he says. “So why do we wait to evaluate nonprofit impact in annual reports?”

This episode doesn’t offer easy answers—but it does offer a framework for harder, more authentic conversations. It’s a must-watch for anyone tired of sugarcoated collaboration and ready to commit to real change.

#TheNonprofitShow #TrustBasedPhilanthropy #CollaborativeLeadership

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If you've ever wondered whether your nonprofit fundraising data is a treasure chest or a digital junk drawer, Greg Warner is here with a flashlight, a map, and a pickaxe. In this entertaining conversation, Greg—CEO of MarketSmart and creator of the Fundraising Report Card—joins host Julia Patrick to dissect the murky waters of metrics and help nonprofits move from guesswork to grounded strategy.

Greg kicks off with the backstory: MarketSmart’s 17-year evolution into a marketing automation firm helping nonprofits identify, qualify, and steward major and legacy donors. ‘The Fundraising Report Card’, born from this journey, now offers nonprofits a simplified yet powerful lens into donor behavior—showing not just what happened, but what it means.

Here’s the twist: until now, this tool has been free. But with over 27,000 users and a mountain of benchmark data, Greg’s team is rolling out a more robust version—with peer comparisons so relevant, they make national averages look like vague horoscopes.

And it’s about time. “Relevance creates resonance,” Greg shares, “But irrelevant data creates dissonance.” Nonprofits have long been running on emotional narratives and gut instincts. Greg invites you to reframe the conversation using donor lifetime value, retention data, and institutional memory—all quantified, all visual.

Julia comments how too many development pros spend two days prepping board reports for seven minutes of attention. Greg’s fix? Collaborative tools baked into the new version of the app, enabling real-time, cross-functional dialogue. Because why silo data when you can democratize it?

Want to stop flying blind and start mining gold? This episode is your blueprint.

00:00:00 Intro and welcome to Greg Warner
00:01:13 What is the Fundraising Report Card?
00:03:56 Gut instinct vs. meaningful metrics
00:06:33 Leaky buckets and donor attrition
00:08:34 Who really uses the data—and how
00:10:36 Collaboration tools and institutional memory
00:12:14 Why clean data matters
00:14:07 The power of relevant peer benchmarks
00:16:34 Lifetime value explained
00:18:54 Emotion vs. analytics in fundraising
00:22:22 Donor files and hidden gold
00:27:16 Final thoughts and educator access

FundraisingData #DonorAnalytics #TheNonprofitShow

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What happens when a PTA president-turned-techie disrupts the nonprofit auction world? You get Roger Devine, co-founder of SchoolAuction.net, a man on a mission to make fundraising events both profitable and meaningful. In this fast-moving conversation with host Julia Patrick, Roger doesn’t just talk events—he redefines them.

From live auctions and paddle raises to the fine art of keeping silent auctions out of the ballroom, Roger offers a field-tested guide to modern event strategy. “I want to treat a fundraiser as if it is a fundraiser—I expect to make money,” Roger declares. And he means it.

But this isn’t just about money—it’s about momentum. Events aren’t just financial tools; they’re culture-building machines. Roger explains how strategic gatherings can cultivate younger donors, lift staff morale, recognize unsung heroes (like teachers and mission staff), and pull entire communities back into connection after years of distraction.

He makes a compelling case for fixed-price purchases (think raffles, gift cards, and sign-up parties), lowering barriers to entry, and offering dignity and opportunity to every guest—whether they’re dropping $25 or $25,000.

Oh, and about those paddle raises? Roger’s advice is clear: don’t wing it with your local news anchor. A trained benefit auctioneer is essential—not just for showmanship, but because they can drive up to 50% of your total event revenue. Skip this at your peril.

Watch and you'll also learn:

· How hybrid and virtual fundraising have evolved (spoiler: most aren't fun anymore)

· How to smartly integrate consignment travel packages (hint: only if Bob Bigshot’s coming)

· Why accessibility matters—and how a volunteer ticket swap can make all the difference

Whether you're planning your first gala or overhauling your tenth, this episode will shake up your thinking. Because fundraising events shouldn't be a chaotic night of stress—they should be joyful, purposeful, and yes, wildly effective!

Join the ongoing conversation at #TheNonprofitShow

00:00:00 Welcome and guest introduction
00:01:26 How a PTA president became a tech founder
00:03:12 Pandemic event trends and hybrid strategies
00:04:43 Events must be profitable—not break-even
00:05:49 Events as morale boosters and donor reminders
00:06:33 Cultivating younger donors through events
00:07:48 Small orgs teaching big ones how it’s done
00:09:00 Recognizing mission-driven staff at events
00:13:01 Accessibility tips: pricing, swaps, fixed-price options
00:15:55 Paddle raise strategy and auctioneer ROI
00:19:10 Why virtual paddle raises have fizzled
00:21:07 Make live elements event-exclusive for maximum impact
00:22:24 What are sign-up parties and why they work
00:26:12 The pros and cons of consignment auction items

EventFundraising #FundraisingAuctions

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Are you still chasing a “low overhead” badge of honor? Gregg Indictor, Director at Your Part-Time Controller, confronts one of the nonprofit sector’s most persistent misinterpretations: the overhead myth. With cohosts Julia Patrick and Meico Marquette Whitlock, the conversation unpacks what "overhead" actually represents, why it’s often misunderstood, and how nonprofits can more accurately reflect their financial stewardship.

Gregg begins by demystifying overhead as merely the administrative costs necessary to support any organization’s operations—nonprofit or for-profit, saying, “There is no correct overhead ratio for any organization,” noting that effectiveness should be measured by mission impact, not accounting percentages.

This fast episode fully explores cost allocation, the process of categorizing and reporting expenses across functions—such as program services, management, and fundraising. Gregg walks through the Schedule of Functional Expenses found in audits and IRS Form 990, and explains how misallocating indirect costs can produce distorted financial portraits. His emphasis on methodology—such as time and effort tracking for personnel, or square footage for facility expenses—underscores the importance of reasonable and consistent cost assignment.

Gregg highlights a powerful metric: for most nonprofits, 80–85% of expenses stem from personnel and facilities. Yet not all of those costs are necessarily “overhead”—they could very well contribute directly to mission delivery, depending on how they are allocated.

One of the key moments involves Gregg’s perspective on restricted vs. unrestricted funds. He cautions against well-meaning development practices that inadvertently solicit restricted gifts, reducing an organization’s flexibility to cover essential functions. A simple shift in donor language—from “choose your program” to “support our mission”—can dramatically improve financial resilience.

As the trio discuss transparency and internal communication, Gregg advocates for cross-departmental access to financial information, encouraging organizations to present timely reports not just to leadership, but also to program and fundraising teams. This transparency supports better decision-making and breaks down operational silos.

00:00:00 Welcome and guest introduction

00:03:08 What is nonprofit overhead and why it matters

00:05:29 The problem with restricted funding

00:07:36 Understanding cost allocation

00:11:02 How overhead ratios are calculated

00:13:44 80–85% of expenses: what that really means

00:16:21 Allocating costs accurately and fairly

00:18:38 Why everyone in a nonprofit should understand finance

00:20:17 Internal transparency and financial reporting

00:22:06 Overhead myths vs. operational reality

00:24:20 Contributed vs. earned revenue

00:27:02 Changing the donor messaging to support sustainability

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Explore the intersection of philanthropy, data science, and the evolving tools shaping nonprofit fundraising, with our guest, Scott Brighton, CEO of Bonterra. Bonterra, a software company serving both nonprofits and funders, processes nearly 10% of all U.S. philanthropic activity outside government sources. This scale gives Scott and his team a uniquely comprehensive vantage point to identify what truly drives growth and effectiveness in today’s nonprofit landscape.

The episode centers on Bonterra’s newly released ‘2025 Impact Report’, which identifies strategic patterns and technologies used by high-performing nonprofits. Scott explains, “We’re not just looking at the growth of philanthropy; we’re looking at what successful organizations are doing differently.” Key among those behaviors is fundraising diversification—no longer a suggestion but a necessity, especially in light of sudden disruptions like cuts to federal funding. Scott shares that some Bonterra clients saw 90% of their federal funding evaporate overnight, a stark reminder that relying on a single funding stream is risky.

Technology, and specifically AI, is positioned as the great equalizer. Scott introduces tools like “Optimized Ask,” which uses behavioral data to recommend the right donation amount for each donor, improving average donor yield by 11%. This innovation, he explains, enables nonprofits to effectively engage their long-tail donors without additional staff—something that was previously out of reach for most organizations.

Another key point Scott shares is the local nature of nonprofit growth. Despite a doubling of registered U.S. nonprofits over the last decade (now nearing two million), 90% operate with budgets under $5 million. Rather than viewing this as a challenge, Scott sees it as a feature: these hyper-local organizations are ideally positioned to address complex societal issues with intimate community knowledge. Bonterra is facilitating cross-sector collaboration among these small players to help large funders feel confident investing significant resources.

The conversation wraps with Bonterra’s bold internal campaign: “3% by 2033.” The goal is to raise the nation’s charitable giving from 2% to 3% of GDP in under a decade. Scott is optimistic—not because of software alone, which he candidly says requires more resources than many nonprofits can spare—but because of the promise of agentic AI: autonomous systems that act on data insights without human micromanagement.

“The future of fundraising isn’t just emotional—it’s intellectual,”

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In an era marked by organizational strain and evolving workplace expectations, leadership must move beyond traditional fixes and embrace systemic transformation. Patrick Farran, PhD, MBA, co-founder of Ad Lucem Group, joins host Julia Patrick to dissect the true nature of burnout, succession, and sustainable engagement in nonprofit leadership.

Patrick challenges the prevailing assumption that burnout stems solely from overwork. “The number one cause of burnout is not overwork—it’s the loss of agency,” he explains, arguing that without autonomy, even meaningful work becomes draining. Rather than defaulting to micromanagement during times of stress, Patrick advocates for building cultures rooted in trust, purpose alignment, and shared responsibility.

Drawing from decades of executive coaching and organizational consulting, Patrick offers a framework built on three pillars: personal legacy, building others, and systems thinking. His advice is clear—leaders must be deliberate about cultivating capability in others and embedding processes that outlast any individual. This approach not only fortifies the organization but reduces the high failure rate of executive transitions.

He also introduces the concept of “job crafting,” citing research on hospital janitors who redefined their roles around meaning rather than task lists. This practice, when applied in nonprofit settings, can create clear pipelines for succession and foster resilience.

Another key theme is the embrace of constructive conflict. Patrick quotes Adam Grant: “The absence of conflict is not harmony—it’s apathy.” Healthy disagreement, he argues, is not a threat but a catalyst for innovation. Nonprofits should harness this energy to align purpose, improve communication, and prepare for inevitable turbulence.

Finally, Patrick outlines how appreciative inquiry—a strength-based framework—can transform leadership conversations and shift organizations away from crisis reactivity. By examining moments of excellence, teams can uncover hidden systems of success and replicate them in difficult times.

From strategic succession planning to reframing burnout and conflict, this episode is packed with research-backed guidance, timely analogies, and field-tested leadership philosophy. It’s a must-watch for nonprofit leaders dealing with today’s pressures.

00:00:00 Welcome and Introduction to Patrick Farran

00:02:40 What Does Ad Lucem Group Do

00:05:20 Misconceptions About Burnout in Nonprofits

00:10:15 The Role of Agency and Trust in Staff Retention

00:15:40 How Leaders Unintentionally Cause Disengagement

00:21:10 Tools for Succession and Internal Growth

00:26:05 Job Crafting as a Path to Leadership

00:31:40 Constructive Conflict vs Apathy

00:36:50 Appreciative Inquiry and Strength-Based Leadership

00:41:10 Preparing for Turbulent Times Without Panic

00:45:20 About the New Book: The Intentional Executive

#NonprofitLeadership #BurnoutRecovery #ExecutiveSuccession

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How much should a fundraiser make—and why is it still taboo to ask?

Cohosts Julia C. Patrick and Tony Beall tackle the longstanding silence around nonprofit salary transparency. “There isn’t a whole lot of trust around this topic,” says Tony, “and it’s good for us to start talking about it.” What unfolds on this Fundraiser’s Friday episode is a candid, layered discussion about job titles, compensation expectations, and the complicated politics behind who earns what—and why.

Fundraising jobs are not one-size-fits-all. As Tony explains, “There are assistant positions, manager roles, directors, officers—each with its own accountability level, not just a paycheck.” But the sector’s tendency to obscure salaries makes it difficult for professionals to map their advancement. Julia adds, “Talking about salary used to be grounds for dismissal—higher up than reporting abuse. Think about that.”

The duo explore the overlap and confusion between job titles—director vs. officer—especially across healthcare, higher ed, and arts institutions. While some roles sound loftier than others, Tony argues that “titles are often interchangeable,” driven less by function and more by organizational type.

Experience doesn’t always translate to higher pay either. “Ten years in doesn’t mean a pay jump if you’re not at the right org,” says Tony. Instead, professional development, certifications, and even microlearning now influence compensation more than tenure. The hosts underscore how nonprofits are slow to reward results: even fundraisers who exceed goals may still hit salary ceilings unless they leave for a new organization.

And it’s happening often—turnover is the sector’s open secret. With development staff staying an average of just 19 months, organizations are hemorrhaging talent due to stagnant pay structures and institutional inertia. “You can prove you’re worth it, hit all your metrics—and it still might not matter,” Tony warns.

Remote work has added fuel to the fire. Salaries are increasingly influenced by where you live, not where your nonprofit is based. “You may be doing New York-level work from Omaha—but don’t expect New York pay,” says Julia. It’s an unspoken recalibration that’s forever altered the labor equation.

For fundraisers at any stage in their career, this episode doesn’t just demystify nonprofit salaries—it demands that we start having these conversations openly and often.

00:00:00 Welcome and intro

00:02:00 Why salary talk is still taboo

00:03:30 Fundraising job title levels

00:05:15 Accountability vs. salary

00:07:00 Director vs. Officer roles

00:08:45 Career advancement limitations

00:11:00 Should salaries be posted?

00:14:00 Location-based salary differences

00:17:00 Experience vs. skillset

00:20:30 Education and certifications

00:22:00 Proving value through metrics

00:26:00 Who pays the most in the sector?

00:27:30 Passion vs. paycheck

00:28:50 How to keep the salary convo going

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