The Nonprofit Show

Send us Fan MailLeadership 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.Find us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Send us Fan MailThe 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 #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Send us Fan MailBoards 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 NPOSuccess.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 evaluation—designed to build leadership capacity that improves governance, accountability, and long-term organizational strength.#BoardGovernance #NonprofitLeadership #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Send us Fan MailWhat 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.” 00:00:00 Welcome  00:02:18 El Rio Foundation at 25 years and why tenure matters in development 00:03:30 What a community health center is and how it differs from a hospital 00:06:00 Why FQHC fundraising is different and why tours matter 00:08:22 Board ambassadors and the El Rio Vecinos young professional arm 00:09:30 The Blessing Project begins a major expansion with a fast timeline 00:13:00 Unicorns as a campaign identity and the “blessing” discovery 00:15:35 Leadership and board commit first over $700K in early momentum 00:18:10 100+ face-to-face meetings and why multi-year gifts worked 00:23:10 Unlocking employee giving over $1M committed from staff 00:27:25 Campaign branding icon vocabulary momentum and joy #TheNonprofitShow #FundraisingStrategy #CapitalCampaignsFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Send us Fan MailGift 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 #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Send us Fan MailLeadership 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 evaluation 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! 00:00:00 Welcome and Introduction to Interim Fundraising 00:02:30 What Craddock Strategies Provides Nonprofits 00:04:03 Interim Leadership Beyond a Temporary Fix 00:06:48 Expanding the Definition of the Fundraising Team 00:09:21 Strategy Versus Firefighting in Development 00:11:09 Evaluating Events and Return on Investment 00:14:18 Communicating with Donors During Transition 00:17:18 Hiring Timelines and Interim Engagement Length 00:18:32 Revising Job Descriptions to Match Strategy 00:23:01 Technology Investment and Infrastructure Mindset Find us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Send us Fan MailA 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 #DataIntegrityFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Send us Fan MailWe 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. 00:00:00 Welcome and why community building matters right now 00:02:10 What Gladiator Consulting does and why “belonging” drives results 00:04:30 Nonprofits as “third spaces” and the business opportunity 00:06:10 Tim’s real-life example of nonprofit spaces creating connection 00:08:00 Invitation culture making people feel welcome 00:10:10 People give through nonprofits and identity-based connection 00:11:30 Practicing conflict in meetings before stakes rise 00:14:05 Finance and fundraising misalignment as an operational risk 00:16:20 Shared clarity who decides what and why it matters 00:22:20 Pause tactics discomfort vs harm and moving forward #TheNonprofitShow #NonprofitLeadership #CommunityBuildingFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Send us Fan MailStarting a new role as a nonprofit’s fundraiser can feel like stepping onto the field mid-game—high expectations, limited time, and a lot of “what happened before I got here?” On this Fundraisers Friday, cohosts Julia C. Patrick and Tony Beall offer a practical, confidence-building roadmap for what a new development officer should focus on in the first 30 days—with the business realities of nonprofit revenue, relationships, and systems front and center.Julia sets the tone with honesty and heart, and Tony brings the steady reassurance every new fundraiser needs: “It’s all about listening, learning, and building trust in your first 30 days.” From there, they lay out the early priorities that protect both results and stamina. First: get anchored in the mission. Tony makes the point that mission alignment isn’t sentimental—it’s operational. If you don’t truly connect with the purpose, the work becomes an uphill climb.Next, they move into relationship strategy: creating a thoughtful internal and external “relationship tour” so you can meet leadership, board members, and key stakeholders the right way. The emphasis isn’t speed—it’s sequence, context, and smart preparation so those early conversations build momentum instead of misunderstanding.Then comes the systems side: CRMs, reporting, access issues, and the real-world obstacles that appear when prior staff have departed. Tony offers a realistic view of getting up to speed quickly, and Julia adds the on-the-ground reminder that you’ll be meeting people immediately—so you’ll need to document interactions in the CRM from day one.Finally, they elevate culture as a performance driver. Julia notes how pressure often lands on the development officer as “the savior,” and Tony reframes it: fundraising works best as a team effort, not a solo canoe trip. As Julia puts it, “It’s the nucleus of the whole organization.” If you’re new in the seat, this episode gives you both direction and permission: respect the past, build trust first, and then earn the right to recommend change. 00:00:00 Welcome to Fundraisers Friday 00:01:00 First 30 days focus for a new development officer 00:02:40 Mission alignment why it matters on day one 00:06:40 Relationship tour CEO board and key stakeholders 00:11:50 Systems and CRM access reporting and ramp up 00:15:40 Visibility scan marketing segmentation and social presence 00:18:00 Respect history build trust then recommend change 00:19:40 Fundraising pressure and why it must be a team sport 00:21:20 Culture shifts and board leadership impact 00:24:00 How to learn culture by asking better questions 00:26:10 Tony offers a 30 60 90 plan for development roles 00:28:10 How to request the PDF and episode close Find us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Send us Fan MailSunsetting a nonprofit is one of the most difficult decisions a board and executive team can face. Erin McPartlin, Principal of Erin McPartlin Consulting, guides leaders through the strategic and compassionate realities of organizational closure.Host Julia Patrick opens the conversation by acknowledging the emotional weight of the topic. Closing an organization can feel like failure. Yet Erin reframes the discussion: sometimes the healthiest business decision is an intentional ending. Whether an organization has achieved its mission, become operationally stagnant, or reached financial unsustainability, the question is not just when to close—but how to do so responsibly.Erin outlines three common scenarios: mission accomplished, operational decline with weak infrastructure, and full financial unsustainability. In many cases, boards wait too long to confront the truth. “If you get to that point where you're now saying, we need to look at should we stay open or not, you're probably past the decision point,” she explains. That delay often stems from intermittent success—a returning donor, a new grant, a compelling impact story—that keeps leadership hoping for a turnaround.From a governance standpoint, Erin emphasizes four pillars: people, communication, finance, and risk. Boards must fully engage, understand cash flow, assess liabilities, calculate burn rate, and evaluate runway. The most important question becomes, “What is the cost of our inaction?”Rather than allowing an abrupt collapse—locked doors and shocked staff—Erin advocates for a structured 4–6 month minimum runway. This deliberate process allows nonprofits to respect employees, honor donor commitments, manage restricted funds, and protect community trust.The episode closes on a powerful idea: the “elegant ending.” By planning intentionally, nonprofits can celebrate their impact, transfer knowledge, mentor peer organizations, and potentially redistribute remaining funds to aligned missions. “It’s preserving the public perception and preserving the positivity in the work that this organization did,” Erin shares.Closing well is not defeat. It is stewardship.#NonprofitManagement #BoardGovernance #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show