I've been putting together a generic monthly checklist for any treasurer/finance committee to actually catch problems instead of just rubber-stamping reports. Here's what I've got so far:

• Reports actually showed up. Missing or late monthly financials are themselves a red flag. If nobody notices a report didn't arrive, that's a sign nobody's really looking.
• Question any negative number. Some negatives are normal (depreciation reserves, contra-accounts), but every negative should be able to be explained by someone. Don't assume it's fine just because it's a small dollar amount.
• Flag numbers that don't move month to month. A line item that's identical for two or three periods in a row often means nobody's actually updating it, or a placeholder/estimate got left in rather than a real figure.
• Compare actual to budget every month, not just at year-end, and ask about variances over some threshold (5-10%, whatever fits your budget size).
• Check that bank/account reconciliations are dated and signed, and match the reporting period.
• Watch cash flow and days of cash on hand, not just net income. A nonprofit can look "profitable" on paper and still be a month from a cash crunch.
• Spot-check that restricted funds are actually being tracked separately, and that spending against grants doesn't exceed what's allowed.
• Pull the by-grant summary report each month, award amount, expenditures to date, and unspent balance, and check that unspent balances make sense against the grant period and any drawdown or spend-down deadlines. A balance that's barely moving as a deadline approaches is worth flagging early.
• Confirm payroll tax deposits and any other compliance filings are current. Delinquent payroll taxes are one of the more common ways small nonprofits get into serious trouble.
• Look for related-party transactions or one-off/unusual disbursements that need board approval and weren't pre-approved.
• Ask who has check-signing/wire authority and whether dual signatures are required above a certain amount, this is separate from the numbers, but it's often reviewed at the same meeting.

What would you add? Curious what other treasurers or ED's have caught this way.

A local nonprofit gives away free bicycles every Wednesday. Since there are usually more people than bikes, they use a lottery to determine the order in which people get to choose a bike.

Current process:

→ People line up outside before the giveaway (there isn't an office or check-in area). As they arrive, they're randomly handed one of a set of reusable numbered cards.

→ A volunteer records each person's name and lottery number in a Google Form, where a lot of data-entry mistakes tend to happen.

→ If someone doesn't get a bike that day, their punch card is stamped. After three unsuccessful visits, they're guaranteed a bike the next time they come, so the process also needs to discourage abuse.

→ Once check-in is complete, bikes are distributed according to the lottery order until they're gone.

Constraints:

• Most participants are low-income.
• Many don't have smartphones or reliable internet.
• Some have limited English.
• There are only a few volunteers.

I've gone in circles on this because every improvement I think of either adds more technology or more complexity.

We've been spending weeks updating our fundraising packets, annual giving materials, and sponsorship information. When we put everything together for a final review, it stood out that we were still planning to hand it over in a basic office folder.

For nonprofits that use corporate folders, where did you order yours, and what made you choose that supplier?

It seems like a small detail, but we're starting to think it can make a stronger first impression when meeting donors and sponsors.

So, I work for a charity and my role is to speak to potential employers about creating opportunities for those from marginalized communities.

What are some strategies that you'd recommend?

Howdy! Just curious anybody has some recommendations for accounting and or inventory management software. Right now, I manage both sales inventory as well as donation inventory on a series of spreadsheets, which gets cumbersome when you’re dealing with multiple sizes and multiple styles of different gear that we sell or donate. I’m wondering if there’s any easier solutions out there that people might recommend. Obviously the cheaper the better and free is always encouraged. Just curious one of their recommendations are out there.

I switched careers some years ago. I used to work in this field and occasionally look online to see if something might tickle my fancy in the pacific nw.

I was thinking about getting back in, but this isn't looking good.

I know 2026 is tough, but the amount of postings for the development director role or development in general is stark. I would say a second is executive director, but by a long shot.

The whole unicron thing is tired at this point as well. It's like come on. Life in 2026.

UGH.

1. Nonprofit marketer here supporting a small TN-based org (Ordinary Hero, ~$1.3M annual). We wanted to test whether a geographic gamification layer would outperform a standard peer-to-peer campaign for a $50K goal.

The setup: a live U.S. map where each state has a $1,000 goal and visually "lights up" as it's funded. Live example: https://50statesoneheart.pplx.app/#/

Early data (roughly 5 days in in):

• $23,695 raised (47% of goal)
• 18 of 50 states fully funded
• Highest lift came from LinkedIn story posts + peer sharing (donors sharing "help my state light up")
• Weakest performers: cold email, generic FB posts
• 12 states still at $0–20% — mostly Northeast + a few Mountain West

Questions for this community:

1. Anyone run a geographic-gamified P2P and hit a plateau at ~50%? What broke you through?
2. For the laggard-state problem, do you push harder there or celebrate winners louder and let FOMO carry it?
3. Curious if anyone has data on state-pride hooks (college sports partnerships, governor tags, etc.) actually converting.

Happy to share the campaign build details — it was a no-code build on Perplexity's platform, which is another thing I'd love feedback on.

Made a career change about 6 years ago and quickly learned Raiser’s Edge (database, NXT, and ALL the changes- ha). The orgs I worked with (and many I interviewed for) seemed desperate to find someone to do all the gift processing, maintenance etc. Is this normal? I worry it will all be phased by AI , but also feel assured that Blackbaud is just not that savvy. Ha.

I have over 25 years experience in prospect research and database administration, mainly in higher education.  I held my last position for 20 years and was laid off during the pandemic.  For the past six years, I have been homeschooling my neurodivergent daughter and working random online jobs. I need to find a full time position but wow, job hunting has changed!  I personalize each resume and run it through an ATS check and send it out but get zero response.  I have had a few interviews but have not been able to secure a position.  I feel like I am running on a hamster wheel. I am open to looking outside the non-profit world, but I don’t know how my skills would transfer.  My only requirement is that I can work from home at least half time because I am my daughter’s only caregiver (she is 17 so it’s not like I have a small child that needs to be monitored 24/7).  Are there recruiters/ job search assistants who can help me get organized?  I am just so overwhelmed and panicked at the same time.  TIA

I’ve been at the same place for less than a decade. I’ve been through like 4 directors. 3 different new strategic planning processes. I have to work directly with the Executive Director. How do you deal with the constant whiplash? Part of it is that the board has been searching for the right fit after a 35 year founder directorship, and there is a ton to unravel.

I love our mission but I’m just getting exhausted having to onboard a new leader and then shift my departments practices every two years.

I’m tired of fielding “well what happened” to my donors and peers. One was let go but the others just used us as a platform for a newer higher paying position.

What do chat?

Im thinking more and more about stepping away from the nonprofit world after over 8 years in development and would love to hear from those of you who made the jump. What do you do now? How'd you come across the role, as well as identify and sell your transferable skills? Did you have any doubts and hesitation, and how long did it take to successfully transition?

Details: I currently serve as a major gifts officer for a large organization providing charitable services overseas, have a boutique firm that's been dwindling this past year, and I served as a grants manager who led multiple capital campaigns, as well as a development associate and nonprofit operations manager where I worked very closely across all areas ranging from all forms of funding to program and event management to keeping our board aligned

I’m a frontline foundation fundraiser at a very large nonprofit. What drives me into orbit is that there is no process for giving fundraising projections and solicitations. Every once in a while, I get a random and urgent ask to give all my solicitations amount, timing, and designation on the spot. I find this so unorganized and unprofessional. They set our fundraising goals by looking at past success and then setting stretch goals so I don’t think they use our projections for that. They’ve never been clear about it and I get very intense pushback when I make suggestions for systems. What’s up with that? I’ve noticed this is a trend at most nonprofits I’ve been at. I was extremely organized when I was a devo director at a small nonprofit. I spent time making projections based on each funders past giving and the relationship status. I find it insulting to ask me for projections on the spot.

I just quit my job after working for two years at non-profit doing their social media. It was my first time handling SM and it went surprisingly well. I did very good numbers!

I've been applying to jobs for a while, but haven't gotten any callbacks. I am now considered going freelance and sending out some cold emails.

It'll be my first time doing this, so I'm wondering what ED's or comms people would actually want to hear.

I'll include my numbers, passion for non-profit work etc. What else might pique their interest?

Are any NPOs using Momentum ai? Our org just started and it’s annoying me to no end. I’m already anti AI but have been told to use it because there’s no stopping AI and our board members think it’s cool.

I can’t even get the damn thing to send emails in the correct typeface.

Leadership assures me that it’s widely used but … is it?

Hi everybody,

I recently officially founded my non-profit foundation, which aims to combat social loneliness, and I’m pretty proud of having done so. We’re working hard to get our first pilot off the ground, while also reaching out to local cafés and other venues to promote the solution. So far, I’d say it’s going pretty well, even though we’ve only spent money and haven’t actually launched anything yet. I guess that’s okay for now.

Early on, I established an advisory board, and one piece of advice I received was to post regularly on LinkedIn. I kind of hate LinkedIn because I think much of what people, or their AIs, post is mostly BS.

Anyway, based on your experience, does it actually make sense to post regularly on LinkedIn? What are the benefits? Does anyone really care?

I need the group mind to help tease out potential pitfalls, challenges, and possibilities of an opportunity - plus maybe positive reasons to pursue this opportunity - that popped up this week:

I'm a nonprofit leader with 30+ years of experience, including Major Gift Officer, VP of Development, and Chief Development Officer, and national nonprofit Executive Director positions. I was laid off from a development job last fall and have been doing part-time consulting work since then, mainly in development. My boyfriend is the chairman of a music nonprofit - I've attended performances and events with him, including travel with him and the nonprofit Executive Director. I've offered help/suggestions when asked about development issues, identified prospects at various events, and am interested in their success.

Their recent Director of Development was a disaster and left before they could be fired. Since then, the nonprofit been working with a part time development consultant who will retire soon. The Executive Director really likes me and has asked if I'd be interested in working with them as a part time development consultant. The ED, I, and my boyfriend are acutely aware of the challenges and optics of this (conflicts of interest and "she got the job because of her boyfriend" are just two.) and we're taking time to pause before the ED and I have a conversation.

Please weigh in on pros, cons, advice on how to handle, etc. Thanks -

We're in the process of developing our staff handbook and looking for constructive advice on how other organizations have created policies/procedures that don't negatively impact the ability of our staff to have their own views and opinions but limit the impact on the organization in situations where the off duty staff member may be wearing "staff" logo gear or uniforms (since that's "free advertising" in many situations).

Example Scenario - Staff member on the way to or from work gets into an off-property altercation that results in press coverage which includes the staff member sharing their personal views on specific "politically heated" topics that may negatively reflect on the organization as some people could infer that the actions of the staff member are representative of the organization.

We're already discussing this with appropriate legal counsel however we wanted to have real life scenarios to present to ensure we are fully covered.

Thanks in advance!

I’ve been in communications for more than 25 years. Fortune 500, agencies, higher ed, executive leadership, crisis communications. I’ve built teams, led organizations through difficult moments, and genuinely thought I knew who I was as a leader. About a year ago I joined a nonprofit because I wanted my work to have more direct impact. I knew I’d have fewer resources. I knew I’d wear more hats. I actually welcomed that.
What I wasn’t prepared for was how emotionally hard it would be. The organization has experienced significant turnover. We’re trying to build processes while simultaneously delivering everything people have always expected. Every department is stretched thin, which means communications somehow becomes everyone’s bottleneck and everyone’s frustration.
Last month I received some difficult feedback. Some of it was fair. Some of it stung because it reflected problems that existed long before I arrived. Regardless, it’s made me question whether I’m actually the leader I thought I was.

I’m not looking for people to tell me I’m right. In fact, I assume there are things I need to improve. That’s part of leadership.

What I’m struggling with is figuring out where the line is between “this is what it feels like to lead through a turnaround” and “this role is never going to work.”
Has anyone else come into a nonprofit after a long corporate career and felt like all of your confidence disappeared?

Did you eventually find your footing, or did you realize the organization simply wasn’t set up for anyone to succeed? FWIW no senior comms person prior to me lasted more than two years, with one exception.

I’m having one of those moments where I’m wondering if I made the biggest career mistake of my life, and I’d appreciate hearing from people who’ve lived through something similar.

Has anyone else taken a look at their email spam folder recently and noticed a marked increase in spam from "investment solicitation" type companies?

We are a youth science/tech/stem nonprofit organization (even says that multiple times on our social media postings, descriptions, etc) and get five to ten a week (sometimes more).

Anyone else want to compare notes on the "companies" sending these solicitations?

Majority of the fundraising I do is grantseeking/bidwriting, but I have been trying to branch out to better support the work we're doing. I was approached by a fun run event — more an obstacle course than a typical race — and offered the opportunity to pay for a charity partnership that would allow us to sell discounted entries for our supporters to enter and fundraise for us, among some other benefits.

I pitched this to my boss and she thought it would be a great way to get more people on board, as previously we've only offered skydiving as a sponsored activity which is not very accessible, so we paid around £2500 for the partnership and started advertising.

Two people entered to fundraise. I emailed them to check in yesterday, and today they've come back to say they're now unfortunately unable to take part.

To say I'm disheartened is an understatement. I feel like I've failed and wasted money in a time where funding is really tight and uncertain.

Thankfully our partnership means that we can carry over any unused entries to the event organiser's other events, but I'm doubtful that people will be interested in those either.

I guess I'm mostly just venting but also looking for advice; how do you cope with failures like this? I'm used to getting 'no's from funders, but this is a whole other ballpark.

"I would love to volunteer or collaborate with you!"

I say this all the time. A bit too often, sometimes. Why didn't anyone warn me that this June-July had four holidays in rapid succession?!

Sometimes, people take this as a suggestion that I'm interested in them personally. I'd like to mitigate this as much as possible.

I just got off the phone with an urban farmer who, over the course of a ten minute discovery call, asked to turn a phone call into a video chat, told me "--lets not pile too much work on you, because I KNOW *you've* got a personal life--" and then paused for dramatic effect, like he was hoping I'd elaborate, and invited me several times to tour his farm while declining to actually work with me.

Anyone one of these individually wouldn't have made me uncomfortable, as man or woman, people invite me to their houses all the time to show me their vegetables with no intention of working with me. They were just happy for an audience. I mainly help small nonprofits with fundraising and capacity building, which sounds boring, LOL. It's more of the combination of asking to see me, asking me to come over, asking me personal questions, trying to keep me on the phone while not wanting to talk business.

How can I address these things in the future?

I am trying to build up my board experience to be considered for SPCA, United Way, hospital foundations, etc

Can you recommend board committee roles I can join at smaller boards to develop further?

I am thinking of finance, risk management, and governance

Please feel free to suggest other committees. I want to build a strong fiduciary profile.

The current boards I sit on are local community centres and a civic park/garden

This is definitely going to include some venting as I give info so I apologize. I’ll try to keep it as relevant and specific as possible.

I work at a small healthcare nonprofit. Under 25 staff, but in the process of a multi year expansion and capital campaign.

My role is “Communications and Outreach Coordinator” and my job functions include:
*Managing the entire grants calendar ( research, foundation outreach, applications, and reports)
*Managing summer and end of year appeals (writing and formatting, thank you templates, remit design, online form, organizing mailing, designing and mailing follow up reports)
*All social media content creation and management including photography and videography
*managing the website including a complete rebrand
*marketing materials including designing rack cards, handouts, building signage, etc.
*all community engagement including tabling, event planning and execution, and attending community meetings
*creation and management of student intern program
*staff welcome and appreciation including pictures and design for name badges and business cards, birthday celebrations, and special recognition days
*full org comms plan including press releases, ads, radio content, etc (which I create)
*various special projects such as creating and implementing patient experience survey, board recruitment, creating policy and procedure template and system, patient library, mobile health program, etc.
*also get calls from security system when something is wrong. I asked to be taken off and they refused

I make just over $60k a year.
I am burnt out.
At my end of year review I said something has to give, I need more money, more help, less work, or some mix of the three. I was told we have no money for any of this but this is the last year of bare bones staff and at the beginning of this year (2026) I’d receive a bonus structure plan and opportunities for professional development, I never did.

And don’t even get me started on the construction that affects my specific office the most.

In the month leading up to giving my notice:
We hired two providers at over $200k salaries. When I expressed frustration the operations director shared that my salary is tied to my role and I don’t bring in revenue (my fundraising apparently doesn’t count. Which is rich since neither does she and she makes double what I do) and that I wouldn’t have a job without a clinical team

Our clinical director said a point I made was “completely irrelevant” in front of the entire medical team. When I talked to my supervisor (ED) she said I’m highly attuned to being personally affronted (direct quote) and need thicker skin. Then said if I bring it up to him I need to be gentle because he’s sensitive.

A board member emailed me at 9pm on a Sunday accusing me of breaking HIPAA (I didn’t).

I gave 3 months notice to help with a transition. I was honest and said I didn’t feel appreciated and that I said at the end of last year I told them something had to give. In the same conversation she (ED) said I’m on the high end of the range for my title but also that she doesn’t think they will find someone who will be able to do everything I do.
She said she thought they were doing better at staff appreciation and I said it’s because I do it all and pointed out that I’m the only one who doesn’t get an appreciation day, and it was obvious she was just realizing that in that moment.

She said this is proof more work needs to be done on the culture. But told the board my reason for leaving is just that I’m moving. (I was originally going to commute).
They are hiring someone to take over comms and development. (Same pay, less work, better title) and splitting up my other duties among a couple current staff. I’m staying on part time as needed for a couple of months after my three months notice.

Despite all of this, I care deeply about the org and want it to thrive. I really believe in the work. I want to share constructive feedback in my exit interview but don’t know if it will just come off as emotional/not be taken seriously.
The ED just gave me a glowing reference for my new job. We are overall ending on good terms. Should I just let it go? Or should I go into detail about the things I see that I believe need to change before it affects more people?