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.

#TheNonprofitShow #GivingTuesday #NonprofitFundraising

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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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