2020 Nonprofit

LEADERSHIP
IMPACT STUDY
UNDERSTANDING HOW TRADITIONAL
NONPROFIT STRATEGY MEETS
TODAY’S MODERN ERA
BY NHU TE

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 2020 Nonprofit LEADERSHIP IMPACT STUDY
UNDERSTANDING HOW TRADITIONAL NONPROFIT STRATEGY MEETS TODAY’S MODERN ERA

BY NHU TE

I. EXECUTIVE SUMMARY Table of Contents:

I. Executive Summary. . . . . . . . . . . 2
For the third year in a row, NonProfit PRO is proud to bring
II. Key Findings. . . . . . . . . . . . . . . . . . 2
you our annual nonprofit leadership study. Since 2018,
we have made it our goal to bring you data that reflects III. Introduction. . . . . . . . . . . . . . . . . . . 3
the trends, opportunities and challenges that nonprofit IV. Background. . . . . . . . . . . . . . . . . . . 3
leadership teams face on a day-to-day basis. The “2020
Nonprofit Leadership Impact Study” will uncover insights V. Nonprofits Struggle With
Several Internal Organizational
around organizational challenges, fundraising strategy, Challenges. . . . . . . . . . . . . . . . . . . . 5
donor engagement strategy and technology trends.
VI. Nonprofits Need to Prioritize
Fundraising Strategy. . . . . . . . . . 11
Nonprofit leadership teams are facing new challenges
as they navigate an increasingly crowded sector. Organi- VII. Donor Engagement Drives
Better Fundraising . . . . . . . . . . . 16
zations in the U.S. are sitting in a pool with more than 1.5
million¹ other nonprofits, many of which have overlapping VIII. Digital Adoption on the Rise. . 19
missions. On top of that, nonprofits of all sizes are facing IX. Conclusion. . . . . . . . . . . . . . . . . . . 24
the same challenges of understanding which fundraising
strategies are best suited for their organization; learning X. References. . . . . . . . . . . . . . . . . . . 24
how to improve donor retention to combat increasing
attrition; and sifting through hundreds of technology
solutions to find the best fit for their organization.

This year, our research finds that nonprofits are still struggling with a lack of resources; still aren’t pri-
oritizing strategic planning; and are more interested in adopting more digital platforms than previous
years, despite budget constraints.

II. KEY FINDINGS

1. Insufficient resources continue to be a major challenge for nonprofits.
•4
 7% percent of survey respondents report that the key challenge facing their leadership team is
a lack of resources. While this is a significant number, it is an 8% decrease from 2019 and a 16%
decrease from 2018.

• 60% of survey respondents report that the biggest challenge in managing staff is providing staff
members with fair compensation.

2. M
 ost nonprofits are not prioritizing strategy, potentially costing
them revenue.
•5
 3% of survey respondents fail to outline an in-depth strategic plan for all fundraising initiatives,
while 47% indicate that they do. The 47% of nonprofits that are strategizing reflects a 4% de-
crease from 2019 (51%), showing no improvement on a year-to-year basis.

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 •5
 9% of study respondents fail to outline a donor engagement strategy at the start of each fiscal
year, while only 40% indicate that they do.

3. Major gifts and direct mail remain the top revenue-producing

fundraising strategies.
•3
 8% of study respondents report that major gift fundraising is their organization’s top
revenue-producing fundraising strategy.

• 33% of study respondents report that direct mail fundraising is their organization’s top
revenue-producing fundraising strategy.

4. W
 hile nearly all organizations are interested in investing in a new
technology, most are unable to afford it.
•8
 9% of study respondents have looked for a new technology investment.

• 64% of study respondents cannot afford a technology investment due to budget constraints.

III. INTRODUCTION
Leadership teams of nonprofit organizations don’t have the same luxuries of for-profit companies.
Nonprofits are typically strapped for resources. For instance, two-thirds of nonprofits bring in less than
$1 million annually,² and most organizations are understaffed. But this is just one of the many challeng-
es that nonprofits face.

Similar to the previous leadership studies that we have conducted, we are still asking the same
questions of, “What challenges are nonprofit leadership facing?” and “How has nonprofit leadership
progressed since last year’s study?” — but this year, we’re looking at the finer details and viewing them
through a deeper lens. While our sector does face many challenges, we also want to unveil insights on
the opportunities that nonprofits are not seizing that could take their organizations to new heights,
potentially solving many challenges in board development, staff management, fundraising strategy
and donor engagement strategy. Additionally, we want to provide our take on how technology is im-
pacting the sector and changing the way nonprofits do business.

IV. BACKGROUND
For this year’s nonprofit leadership study, we targeted Methodology
leaders of nonprofit organizations. Specifically, we In February 2020, NonProfit PRO sent
narrowed it down to those who hold a manager job an online survey to leaders of nonprofits
title and above at organizations at all levels — small, to identify key trends, opportunities and
midsize and large. challenges facing today’s nonprofit leader-
Fifty-three percent of our study respondents hold ship. Within a three-week period, 412 people
an executive role of either CEO, executive director completed the survey.
or president, and 10% are chief development officers
(Figure 1).

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 Of the survey respondents, 76% are responsible for development and fundraising, 71% are responsible
for administration, 61% are responsible for community outreach and 59% are responsible for donor
management (Figure 2).

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 Further, we targeted nonprofits from all different subsectors, with hopes of getting a good variety
of respondents from all across the field (Figure 3). The highest number of respondents came from
human services nonprofits (25%), followed by health-related nonprofits (13%) and education/higher
education nonprofits (11%). Twenty-three percent defined their nonprofit as “Other.”

V. N
 ONPROFITS STRUGGLE WITH SEVERAL INTERNAL
ORGANIZATIONAL CHALLENGES
Nonprofits Lack Resources
Nonprofits still battle with finding adequate resources for their organization. But the silver lining here
is that it seems to be less of a burden each year. This year, 47% of respondents identified “lack of
resources” as the key challenge facing their leadership teams (Figure 4). While this is a staggering
number, it’s an improvement from years past — 54% in 2019 and 62% in 2018.

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 This year, we wanted to take a deeper dive into what “lack of resources” really means for nonprofits.
We surmised that it is a combination of cash flow, time and staff members. What we found was that
58% of nonprofits need more specific positions/roles, 55% struggle with receiving donations, 55%
don’t have the marketing budget they need and 54% struggle with obtaining grant money (Figure 5).

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 Board Development
To combat these challenges, 61% of respondents report that they have sought out capable and com-
mitted board members (Figure 6). This finding is in line with last year’s 58% who reported the same
thing. When a nonprofit has an effective board of directors, it’s an enormous benefit for the organiza-
tion. Unfortunately, the reality for nonprofits is that many active boards are ineffective.

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 Nonprofits face their share of hurdles when it comes to managing and developing a board. The biggest
hurdles include making sure board members are actively participating in fundraising activities (65%), es-
tablishing clear roles and expectations for each board member (46%), ensuring that each member has
a fundamental understanding of fundraising (45%), recruiting quality board members who are passion-
ate about the nonprofit’s cause (41%), keeping board members engaged (34%) and more (Figure 7).

So what’s the disconnect here? And why do nonprofits struggle so much with setting expectations
and finding board members who live up to those expectations? It all boils down to how organizations
are communicating to board members during recruitment, during orientation and throughout their
term as a board member.

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 When it comes to how nonprofits are communicating roles, responsibilities and expectations to board
members, 58% do so verbally during an in-person orientation, 54% do so through formal documents
during orientation and 52% do so face-to-face during recruitment (Figure 8).

From our findings, it seems that, for many organizations, any kind of discussion regarding board roles,
responsibilities and expectations is done through a conversation during or after recruitment. Our
recommendation is to implement a vetting process during board member recruitment that includes a
formal application and requests for references.

While board members are volunteers — and you appreciate any time that is volunteered — they have
legal fiduciary duties and often steer the boat on how the organization is advancing its mission.

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 Staff Management
When it comes to staff management (Figure 9), nonprofits struggle the most with providing staff
members with fair compensation (60%), not overworking staff members (55%) and retaining
high-quality staff members (36%).

While staff turnover is a problem that occurs in every industry, it’s particularly concerning in the non-
profit sector. In fact, according to Bloomerang,3 the turnover rate in the nonprofit industry is 19%, with
most people leaving their job roles every 16 to 18 months. And researcher Penelope Burke found that
it costs a nonprofit about $127,650 in direct and indirect costs to replace a fundraiser.

The big question is how can nonprofits retain more high-quality employees and prevent such a high
turnover rate? The key may be to create a culture of philanthropy that reflects what you have created
for your donors. Those who work in the nonprofit sector do so because they are altruistic, and they
actually want to promote social good.

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 But if a staff member is feeling overworked, underap- HOW TAX LAW CHANGES
preciated and/or disrespected, odds are that they will AFFECTED GIVING
either leave your organization for another organization
or they will make their way back into the for-profit In 2017, the Trump administration imposed
space, where the salaries are bigger. the Tax Cuts and Jobs Act that was predict-
ed to have a significant impact on giving. In
While your organization’s mission comes first and the reality, 38% of respondents saw a decrease
work you’re doing is very important, it’s equally im- in overall gifts in 2019, only 17% saw an in-
portant to take a step back and celebrate the people crease in overall gifts and 11% received fewer
who work day in and day out to achieve that mission. legacy gifts.
Be sure to create a culture and a community every
staff member (and donor) wants to be a part of.

VI. N
 ONPROFITS NEED TO
PRIORITIZE FUNDRAISING
STRATEGY
Impact Reporting Is Important to
Your Donors
Proof of impact is becoming more and more of a re-
quirement for every nonprofit organization. But what
does impact really mean for nonprofits? Truthfully,
impact varies from organization to organization. But
for donors, impact is becoming a rising concern when
they research charitable organizations to donate to.

Mainly, donors want to know what kind of social good

the organization is doing. For instance, for an orga-
nization like Charity: Water, potential donors want to
know how many people the organization has provided
clean water to. And the organization makes it crystal
clear when people donate.⁴ When a donor decides to
join its monthly giving program, The Spring, they can
choose how much they want to donate per month. If a
donor is to donate $60 per month, the online dona-
tion form shows “Your $60 monthly donation can give
18 people clean water every year.” This is the kind of
information potential donors want to know about.

Another way a nonprofit can show how much impact it’s making is by publishing an annual impact re-
port. Generally, an impact report shares additional details about the organization, what initiatives they
are taking to advance their mission and several measurable metrics — such as how many people they
served and how many donations they received the year prior.

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 As an example, Active Minds, an organization that brings forth the importance of mental health, does
a great job at creating its annual impact report.5 In its latest report, it shared some staggering statistics
— including that 50% of mental issues start at age 14 and two-thirds of people with anxiety and de-
pression don’t seek treatment. The report also explained how the organization is taking action to solve
this problem — more than 7.3 million students are impacted by Active Minds’ presence on campus and
155,199 mental health resources are distributed to campuses through awareness campaigns.

Knowing that the expectations for nonprofits to share their impacts are increasing and that there
are nonprofits out there doing a great job at proving their impact, we were curious to find out what
the most important metric for measuring impact is. And what we found is that 29% of respondents
believe the amount of progress achieved toward the final mission was the most important outcome
when measuring for impact (Figure 10), followed by the number of recipients helped (25%) and
amount of annual fundraising (21%).

While impact reporting may seem like a recent growing trend among people who are looking to sup-
port charitable organizations that have similar interests and passions as them, impact reporting is not
a new idea to nonprofits. For decades, nonprofits have used impact strategies to market their cause
and bring in new donations.

Fundraising Strategy Falls by the Wayside

Impact reporting falls in line with having a detailed fundraising strategy. It’s a line item for nonprofits
that are strategizing at the end of each fiscal year. But therein lies the problem: Are nonprofits really
taking fundraising strategy seriously?

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 Having an in-depth plan in place for all fundraising initiatives provides a guideline of action steps to
take in order to achieve the ultimate fundraising goal. Whether your fundraising goal for a campaign
is $5,000 or $50,000, it’s critical to plan months — or even a year — in advance to ensure that your
organization is taking the appropriate steps to reach that fundraising goal.

The answer to our question “Are nonprofits really taking fundraising strategy seriously?” falls some-
where in the middle. What we found this year is that 47% of respondents do outline an in-depth
strategic plan for all their fundraising initiatives and 53% do not (Figure 11). While we have seen similar
results in years past, this year’s numbers show that a lower percentage of nonprofits are strategizing
compared to 51% from last year.

compared to 51% from last year.

Why aren’t more nonprofits strategizing their fundraising campaigns? We believe that it goes back to
nonprofits’ lack of resources. Specifically, many nonprofits lack the time required to outline strategic
plans with the fundraising team. But we also believe that by not developing strategic plans, nonprofits
are doing a disservice to their organization and are missing out on untapped fundraising revenue.

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 A Peek Into How Other Nonprofits Are Strategizing
Their Fundraising Programs
In the survey, we asked our respondents to share “Major emphasis on individual giving, especially
their recommendations for planning a fundraising major gifts. Also effort to build membership in a
strategy. Here is what some of them said: ‘legacy society.’ Added more grant writer hours
to continue to boost foundation income and will
focus on corporations to increase percentage
“To develop and implement comprehensive fund- support. Single big fundraising event in the fall
raising strategies to support our mission and our with high-profile honoree. Also doing a number of
program priorities. We understand that donors small cultivation events to bring in new donors.”
are essential to the success of our mission and
value a donor-centric fundraising approach.
Goals [are] to build the pipeline to increase “The strategic plan outlines our strategies and
operating revenue and number of donors and tactics for achieving our fundraising goals and
to grow donor retention to increase operating donor retention. It includes specific activities and
revenue and number of donors.” success measures (KPIs) for each of the fund-
raising segments (major donors, planned giving,
corporate partnerships, grants, events, volun-
“We utilize the organizational strategic frame- teers, etc.).”
work and build in goals that primarily address
that plan, with a few that may fall outside of it.
We typically amass approximately eight to 10 “We have a new initiative to cultivate donors
fundraising-specific goals and address the cost through a series of high-touch, educational
for implementation; amount we expect to raise; events. We also have created videos with stories
project leads; project deadline; and the overarch- of our most inspiring clients. We have set goals
ing, time-bound action steps for achievement.” for grant renewals and new grants targeting
general support funding and project funding. We
have a plan to train board, fellows and volunteers
in fundraising.”

To help nonprofits achieve their fundraising goals, we questioned our audience to find out what the
top-performing fundraising methods were. It comes as no surprise to us that traditional fundraising
prevails over more modern methods. Thirty-seven percent of respondents report major gift fundrais-
ing is their top revenue-producing fundraising strategy, and 33% report direct mail fundraising (Figure
12). While these two traditional methods were at the top of the list, online fundraising followed closely
behind, with 32% saying it was their top revenue-producing strategy.

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 As the nonprofit sector continues to move forward, we believe online fundraising and digital pro-
grams will grow at an exponential rate. Right now, nonprofits are not taking full advantage of their
digital programs, with 45% of respondents reporting that digital fundraising makes up less than 20%
of their total fundraising budget (Figure 13). While traditional fundraising tactics, like direct mail and
face-to-face interaction, still reap more personal relationship-building benefits, online communication
and fundraising can be more effective at reaching more donors. For nonprofits, strategizing in a way
that incorporates the benefits of both traditional and modern fundraising tactics will prove to be more
impactful than choosing one over the other.

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 VII. DONOR ENGAGEMENT DRIVES BETTER FUNDRAISING
Is Donor Retention Still an Uphill Battle?
Donor retention remains one of the biggest challenges nonprofits face. Our survey found that 33% of
donors reported retaining 51% to 75% of their donors in 2019, while nearly 16% reported retaining 31%
to 50% of donors and nearly 11% reported retaining under 20% of donors (Figure 14).

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 Our results show that nonprofits lost a good chunk of donors last year. What’s even more concerning
is that 17% of respondents don’t even know their retention rate. To combat the loss of donors, nonprof-
its typically look to acquire new ones. But we found that 51% of nonprofits report that under 20% of
their total donors were newly acquired in 2019, 23% report that 21% to 30% were newly acquired and
8% report that 31% to 50% were newly acquired (Figure 15). Additionally, 12% of nonprofits are unsure
of their new donor acquisition rate.

How can nonprofits improve retention and acquisition rates? The solution lies in putting more efforts
into building donor loyalty.

Focus on Donor Loyalty

In today’s population of more than 1.5 million nonprofits¹ spread across the country, donors are more
valuable than ever. Because of this, organizations should strive to encourage donors to give more
frequently. While one-time donations are still valuable and add to an organization’s revenue stream,
recurring donations are even better because it shows that donors have some kind of loyalty to the
organization.

In order to encourage donors to donate to their favorite nonprofits on a recurring basis, organizations
need to focus on donor cultivation and stewardship. Donor cultivation is the process of engaging do-
nors and building better relationships with them. During cultivation, nonprofits are typically opening
up a dialogue with donors, asking them questions while telling them more about the good work that
the organization does. This is the relationship-building phase — a phase that bridges a connection be-
tween supporter and organization, which can lead the supporter to donate on a more frequent basis.

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 Once the relationship with a supporter is established — and they give your organization their first gift
— this is where donor stewardship comes along. Communication does not stop once you receive the
first gift. For your organization to build a long-term relationship with a donor, it’s even more import-
ant that your organization continue communicating with donors in between gifts. A good strategy
to use to communicate with donors to encourage more gifts is sharing impact stories of the people,
places or things that your organization serves. For instance, how many meals did you provide the
homeless with the donor’s $100 donation? As we discussed earlier — donors want to know how their
dollars are making a difference, and you strengthen your relationships with donors when you share
that kind of information.

Many Nonprofits Are Skipping Out on a Donor Engagement Strategy

These are the reasons it’s important to outline a donor engagement strategy. Similar to earlier results
of how many nonprofits are not strategizing their fundraising programs, we found that 59% of non-
profits are not outlining a donor engagement strategy at the start of each fiscal year (Figure 16).

Without a donor engagement strategy in place, nonprofits are not taking the appropriate steps to
ensure that they are continually building and maintaining relationships with their donors. And without
a strategy, attrition occurs — donors slip through the organization’s cracks and find another organiza-
tion to support.

For the 41% of nonprofits that are crafting donor engagement strategies, their top strategies (Figure
17) are digital communications (69%), face-to-face communication (69%) and storytelling (64%).

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 VIII. DIGITAL ADOPTION ON THE RISE
Nonprofits Need to Better Understand Online Fundraising
In a hyperdigital world, nonprofits have been known to lag behind. While technology has the potential
to transform nonprofits, helping them operate more effectively and efficiently, few nonprofits under-
stand the need for technology investments. In fact, only 34% of nonprofits believe that they need more
technology resources (Figure 5, page 6), and only 32% of nonprofits believe online fundraising is a top
revenue-producing fundraising strategy (Figure 12, page 15). Further, online giving grew 6.8% in 2019.6

If you remember from earlier in the report, 45% of nonprofits admit that under 20% of their
organization’s fundraising is digital (Figure 13, page 16). This number was exactly the same in last
year’s study, which brings into question … why aren’t more nonprofits putting more into their online
fundraising efforts?

The answer to that, we believe, is that many nonprofits lack a full understanding of how to optimize
online fundraising efforts. Online fundraising is many donors’ preferred way to donate, especially Mil-
lennials. Establishing a relationship with them is the key to getting the most out of online fundraising.
But that comes with a price. Because many younger generation donors, and even some Baby Boom-
ers, research an organization before they donate.

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 So if your online branding isn’t consistent or if you don’t have a strong online presence, there’s a good
chance that donors will look for an organization that has more consistency and recognition. We found
that 27% of nonprofits struggle with finding the right audience, 25% struggle with building a strong
online community and 16% struggle with finding the right platform (Figure 18).

To optimize online fundraising efforts, nonprofits need to understand who their target audience is and
what those donors are looking for in an organization. In order to do that, it’s recommended that orga-
nizations analyze their donor data to find out more information about their donors. The data can tell
organizations how old their donors are, where they come from, what they are passionate about and
which platforms they are most active on.

Another course of action is to look for an organization that does a great job at reaching their audienc-
es on the right platforms and is having success in their online fundraising programs. Don’t be afraid to
seek out their counsel and pick their brain about how to best build out your online brand and fundrais-
ing programs. After all, the nonprofit sector is overall altruistic, and many organizations want to lend a
helping hand to lift other organizations up.

Many Nonprofits Do Not Participate in #GivingTuesday

#GivingTuesday is considered one of the most important giving days of the year. For many nonprofits,
it takes months and months of planning and promotion. Last year alone, $511 million was raised online
on #GivingTuesday in the U.S. ⁷ — that number jumps to $1.97 billion for both online and offline giving
on #GivingTuesday.

Remarkably, we found that more than 30% those who participated in our survey admit that their orga-
nization did not participate in #GivingTuesday in 2019, while 27% of nonprofits report that they raised
under $1,000 and 20% said that their organization raised between $1,001 and $5,000 (Figure 19).

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 If nonprofits are interested in testing out online fundraising, #GivingTuesday is a great way to do so.
During that time of year, donors are feeling especially charitable and will give to organizations that fit
their passions and interests.

But nonprofits should not consider #GivingTuesday participation as easy money. In order for a #Giv-
ingTuesday campaign to be successful, organizations should begin planning and strategizing months
— even a year — in advance to prime donors and let them know about the organization’s #GivingTues-
day initiatives.

Once nonprofits have a good online fundraising program in place, it may be time to invest in a technol-
ogy solution to help further engage donors. It goes without saying that a new technology is a big in-
vestment. Nonprofits should conduct thorough research on potential new technology investments and,
further, find a technology vendor that acts as more of a partner and adviser, rather than a salesperson.

According to our findings, 45% of nonprofits use a donor management software to help improve
donor relationships, while 40% use a fundraising management software and 38% use an event man-
agement software (Figure 20).

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 A technology investment can benefit every nonprofit, but many nonprofits are constrained by their
budget and can’t afford to invest in a new technology solution. Sixty-four percent of nonprofits feel
constrained by their budget, while 23% feel overwhelmed by the technology solutions out there and
19% have trouble understanding how one technology solution compares to the next (Figure 21).

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 For nonprofits that are overwhelmed by the number of technology options out there and want to
compare different technology solutions, CabinetM⁸ breaks down hundreds of platforms designed spe-
cifically for nonprofits.For nonprofits that are constrained by their budget, our best recommendation
is to ask around to see which technology vendors are willing to work with your budget.

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 IX. CONCLUSION
1 Insufficient resources
As the nonprofit sector grows in size and scope,
continue to be a major
organizations will continue to face rising challenges.
Nonprofits will continue to struggle with allocating ad-
challenge for nonprofits.
equate resources to keep organizations running — all
while attempting to achieve bigger fundraising goals.
2 Most
 nonprofits are not
Our recommendation to nonprofit leadership is to prioritizing strategy,
prioritize strategy. We understand that nonprofits potentially costing them
have limited time and staff, but having a strategic plan
revenue.
in place for your fundraising efforts will help guide you
down the path toward success. And the best thing
about having a plan in place is that it is adaptable — 3 Direct mail and major
meaning, if your fundraising program isn’t performing
gifts remain the top
as well as you thought it would, you and your team
can reevaluate and rebuild your strategic plan.
revenue-producing
fundraising strategies.
And if your budget allows, look for technology solu-
tions to help your organization streamline its oper-
ations. The most important factors to consider are 4 While nearly all
finding a technology solution that best fits the needs organizations are
of your organization and finding a technology vendor
interested in investing in
who puts your organization’s needs first.
a new technology, most
are unable to afford it.

X. REFERENCES
1. h
 ttps://www.statista.com/topics/1390/nonprofit-organizations-in-the-us

2. https://trust.guidestar.org/what-does-the-nonprofit-sector-really-look-like

3. h
 ttps://bloomerang.co/blog/infographic-state-of-the-nonprofit-workplace-2019

4. https://www.charitywater.org/donate/the-spring

5. https://www.activeminds.org/wp-content/uploads/2019/05/ActiveMinds_ImpactReportFY18.pdf

6. https://institute.blackbaud.com/asset/2019-charitable-giving-report

7. https://www.givingtuesday.org

8. https://www.cabinetm.com/mstack/Nonprofit

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 NonProfit PRO is the go-to source for nonprofit management
and strategy. Developed for thought leaders and innovators,
we cover an array of topics focused on leadership

WHO
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Neon One was founded with the mission of becoming

the most authentic end-to-end technology ecosystem for
nonprofits. The team has worked with more than 30,000
organizations over the last several decades, bringing them an
unparalleled level of industry expertise. Neon One is actively
transforming the way nonprofits support their missions
through its growing suite of best-of-breed products. To date,
the company has facilitated over $9 billion in fundraising
efforts for nonprofits around the world. Backed by FTV Capital
and Blue Star Innovation Partners, Neon One is expanding
its footprint, and currently has offices in San Francisco, Los
Angeles, Chicago, Denver, Dallas and New York.