The Nonprofit Show is the nation’s daily live video broadcast for the business of nonprofits — where nonprofit leaders, teams, and changemakers gain practical strategies to strengthen operations, improve performance, and sustain impact.
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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.
#TheNonprofitShow #FundraisersFriday #DonorRetention
How nonprofits can make audits smoother, smarter, and more useful. Audits may make nonprofit leaders tense, but this discussion reframes the audit process as smart organizational practice rather than a yearly ordeal. Ben Stapp 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.”
How nonprofits turn first-time donors into long-term supporters. 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!
How Gen Z is reshaping nonprofit work and donor expectations.
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 uate 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.
#TheNonprofitShow #NonprofitStaffing #WorkforceStrategy
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.
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
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 NonprofitSuccess.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 uation—designed to build leadership capacity that improves governance, accountability, and long-term organizational strength.
#BoardGovernance #NonprofitLeadership #TheNonprofitShow
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.”
#TheNonprofitShow #FundraisingStrategy #CapitalCampaigns
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
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 uation 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!
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
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.
#TheNonprofitShow #NonprofitLeadership #CommunityBuilding
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