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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
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
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
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
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
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
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
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.
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
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
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
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.
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
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
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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