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Over the years I’ve lost count as to how many times a nonprofit colleague has asked “do we have a donor for this program?” My response is almost always the same: “Please send me 3 sentences on the societal problem you’re proposing to solve and 3 sentences on how your program or project solves the problem, and I’ll get back to you.”

“I need my volunteers to fundraise more.” I hear this often from nonprofit leaders around the country. My response is usually a series of questions to dig deeper into what they are really saying.

Would bringing in more cash (yesterday) be nice? Of course. Could every board member please fill a table at the gala? Yes. (And a table means ALL the seats, by the way).

But what’s really at the heart of what “I need my volunteers to fundraise more” is a need for connections to the organization. Fundraising is a relational journey, from identifying prospects to stewarding donors, and volunteers play a critical role from the very beginning.

There’s always a beautiful moment when a significant gift is finalized. The commitment is made. The vision moves forward. The campaign number goes up! The excitement is real.

Recently I listened to a webinar filled with statistics.

• Repeat donor retention was down.

• New donor retention was down.

• Lapsed donor recapture was down.

(I was relieved to see overall giving is up slightly! Yay!)

The news made me think about what we can do to change the trajectory of the numbers and build operational security for our organizations.

The answer is stewardship. Intentional, meaningful stewardship can create lifetime donors with a strong attachment to our mission and cause.

Are your capital projects connected to your strategic priorities?

Let’s consider a new dining hall project at a resident camp. Is this project strategic, or simply reactive to growth in campers or the declining state of the building? This example drives home the importance of using a strategic framework to guide capital projects. Too often, nonprofits begin with a perceived need rather than a strategic imperative.

Capital planning and master planning for facilities flow from strategy… not the other way around.

I’ve been having conversations lately with several nonprofit leaders I trust. CEOs, Executive Directors, Development Directors who care deeply about their missions and take their responsibility seriously.

And even though their organizations look different, I keep hearing familiar observations and challenges.

Fundraising is moving. Fundraising is changing. And the question underneath it all is: How does our team change with it?

A new cohort of donors is redefining what philanthropy looks like. The Great Wealth Transfer is elevating younger and more diverse voices into positions of philanthropic influence. Gen Z and Millennials expect the same seamless experience in their giving that they receive from their banking apps. From mobile-first interfaces to real-time transparency, digital connection is central to their trust and engagement.

January always invites reflection. New goals. New tools. New urgency.

At this point in the calendar year, most nonprofits have set their budgets and plans for the coming year. Now the reality sets in: how are you going to make it all happen? Here are some fresh ways to think about achieving your goals and, more importantly, bringing your mission into action for those you serve.

In our twenty years as a firm, we've seen changing economic conditions, changing laws and changing donor behavior. Today, there are even more changes at hand that will provide both challenges and opportunities for savvy nonprofits.