Today, AFP published something more concrete: a formal set of nonprofit-first considerations for platforms, reviewed by AFP’s ethics committee and endorsed by GivingTuesday and The Nonprofit Alliance. I’ve read it carefully. It deserves a specific response.

There’s a frustration I keep hearing from fundraising professionals who work on the front lines of this problem every day. Not frustration with the principles being proposed. Frustration with the gap between the principles and anything that could actually enforce them.

What actually happened

Last year, GoFundMe created 1.4 million donation pages for nonprofits. No consent. No notice. Pages timed to go live before year-end giving season, when donation volume is highest and competition for donor attention is fiercest. They pulled data from public IRS records, took a percentage of every donation, and let their pages rank above the organizations’ own websites.

Nonprofits found out by accident. A board member googling the organization. A donor asking a question. What they found was a page collecting money in their name, with no access to donor information, no way to thank anyone who gave, and no path to a relationship. To claim the page, they had to accept GoFundMe’s binding arbitration terms.

This was not a product launch that moved too aggressively. It was not an engineering team that didn’t think through the implications. It was a calculated decision to build a revenue stream on assets that belong to someone else. The identity. The mission. The donor trust that nonprofits spend years earning.

When I wrote about it at the time, I called it a full-frontal assault on donor trust. I’d use the same words today.

What AFP got right, and where the gap remains

AFP’s considerations document names the GoFundMe behavior directly. Consideration two says platforms may not proactively promote a nonprofit’s donation link in search results unless the nonprofit or a supporter has actively created a campaign. That is the GoFundMe problem, in plain language, called out as unacceptable. The sector has now said, in writing, that what happened was wrong.

The fee transparency provisions are right. The data portability provisions are right. Nonprofits should own their donor relationships. Donors should know what percentage of their gift actually arrives. These are the right principles.

My question is still the same one. What does a platform lose by ignoring them?

The endorsement language from GivingTuesday and The Nonprofit Alliance commits to “working alongside… to gather feedback, build alignment, and strengthen these ideas over time.” More process. More dialogue. No consequences.

Self-regulatory principles work when the parties involved have aligned incentives to follow them. Platforms and nonprofits don’t have aligned incentives. GoFundMe created unauthorized pages and captured year-end donations. It made money. The nonprofits those pages represented lost donor relationships. The principles proposed after the fact didn’t change that math. They didn’t cost GoFundMe anything.

That is the accountability problem. Not the content of the principles. The absence of consequences.

What real accountability requires

The organizations behind these efforts set the professional standards this sector runs on. AFP defines what ethical fundraising looks like for tens of thousands of professionals. GivingTuesday mobilizes millions of donors and nonprofits around the world every year. The Nonprofit Alliance advocates on behalf of organizations across the country.

Employers that run matching programs ask these organizations which platforms to use. Community foundations ask which platforms they should recommend. Major donors ask which platforms are trustworthy. Small nonprofits across the country look to these organizations for guidance on where to direct their supporters.

They don’t endorse platforms. But they define what acceptable behavior looks like. That’s real authority.

A public standard isn’t a product recommendation. It’s a line. When AFP says a practice is inconsistent with ethical fundraising, fundraising professionals pay attention. When GivingTuesday and The Nonprofit Alliance say the same, employers running matching programs pay attention. Foundations pay attention. The platforms themselves pay attention.

That influence is an asset. Right now it’s not being used like one.

Real accountability looks like this: sector organizations establish clear, public behavioral standards for giving platforms. Platforms that meet those standards earn endorsement. Platforms that don’t lose that endorsement. Publicly. With an explanation of why.

That removal has to matter enough that platforms change behavior to get it back. That’s what a consequence looks like.

On fee transparency specifically: the AFP considerations list it as a nonnegotiable. I agree. But we’ve been talking about fee transparency in this sector for years and donors still regularly don’t know what percentage of their gift actually arrives. If something is genuinely nonnegotiable, there has to be a cost for not doing it. Inclusion in a public scorecard. Loss of a certification. Something a platform’s leadership has to explain to its board.

The opt-in versus opt-out debate is a distraction from the more important question. It’s not about a default setting. It’s about whether a platform can use a nonprofit’s identity and donor relationships as raw material for a revenue model without that organization’s knowledge or agreement. The answer to that question should not be determined by a checkbox. It should be determined by whether the sector has decided this behavior is acceptable. Right now, the answer appears to be: acceptable enough.

What I’m asking for

I understand the nervousness about legislation. State attorneys general acting independently, mandatory opt-in rules written without sector input, legal frameworks that make no distinction between fundamentally different platforms. These are real risks. The organizations arguing against blunt legislative approaches are right to flag them.

But you can’t tell state regulators to stand down and then offer a principles document in return. That’s not a trade. State regulators are acting because someone has to. If sector organizations want to fill that role, they need to fill it with actual authority. Not aspirational standards.

AFP’s document calls these considerations “a baseline and a starting point.” The sector now has a shared, written definition of what good platform behavior looks like. The next step is deciding what it costs platforms to fall short of it.

Fundraising professionals at AFP ICON this week know exactly which organizations in their communities got hurt. They know about the small food bank that discovered a GoFundMe page collecting donations in its name and couldn’t do anything about it without a lawyer. The animal shelter that lost months of donor acquisition because a third-party page was outranking its own site. The youth arts program whose executive director spent a week trying to navigate a claims process designed to frustrate her.

These organizations don’t need a framework. They need the sector to treat protecting them as the actual job.

Principles are where accountability starts. Consequences are what make it real. The sector has the authority to create those consequences. The question is whether it’s willing to use it.

The post Accountability Means Consequences. It’s Time the Nonprofit Sector Acted Like It. appeared first on Bloomerang.

The meeting ends politely. No one throws a chair. But nothing really moves forward.

This is how board dysfunction often shows up — not through dramatic conflict, but through something quieter and more damaging: under-engagement. Board members attend meetings but contribute little. They skim materials, avoid difficult conversations, fail to respond to staff emails, and remain observers rather than active leaders.

At first glance it seems harmless. Meetings are calm. Disagreements are rare. But the cost is real. A few members end up carrying the entire board. Strategic discussions become shallow. Staff grow frustrated presenting ideas that receive little response. And gradually, expectations decline. Leadership turns into attendance.

At that point the board meeting starts to resemble a pleasant dinner party — friendly conversation, plenty of nodding, and very few decisions. And when that happens, the organization begins to drift.

When this type of drift happens, one of the smartest investments a nonprofit can make is a well-designed board retreat — an opportunity to step back, address culture and under-engagement, and reset expectations before the board stops leading and starts simply showing up.

When dysfunction becomes visible

Sometimes the problem goes beyond under-engagement. Boards occasionally develop patterns of behavior that actively undermine effectiveness. A dominant personality may monopolize discussions. Long-tenured members may resist new ideas, refuse to term off, and feel it’s a choice not to participate. This often leads to informal factions forming around competing priorities.

In other cases, board members meddle in operational issues — micromanaging staff decisions instead of focusing on governance, strategy, and supporting fundraising efforts. These dynamics rarely resolve themselves naturally.

Instead, they linger beneath the surface, slowing decisions and creating tension between board members and leadership. Ironically, most board members joined the organization because they care deeply about the mission. They want the organization to succeed.

But caring about the mission, maintaining a healthy board culture, and governing effectively are not the same thing. Strong governance requires clarity about roles, shared expectations, and a culture that is excited about ownership and participation.

Without those elements, even the most well-meaning boards can struggle. And when that happens, board meetings can start to feel less like leadership gatherings and more like mildly organized confusion with coffee.

Why a board retreat works

Regular board meetings are not usually designed to address things like board culture. They are designed to move through agendas. Retreats serve a different purpose.

They create the space for deeper conversations about how the board operates, how decisions are made, and what expectations members share. They often address deep, thought-provoking questions such as “What should it mean to be part of this board?” and “How should board members authentically participate?”

Without the pressure of routine agenda items, board members can reflect more honestly on what is working — and what isn’t. A retreat also changes the tone of discussion. Instead of reacting to reports or approving motions, the board focuses on leadership, collaboration, board culture, and long-term direction.

And when conversations are guided by an experienced facilitator — someone who understands board dynamics and knows how to keep discussions constructive — members often feel more comfortable addressing issues that might otherwise remain unspoken.

A good facilitator also prevents the retreat from turning into what every nonprofit leader fears most: a full day of talking that somehow produces absolutely nothing.

What successful outcomes look like

The goal of a retreat is not simply to have good conversations. The goal is to take the board to the next level of performance, impact, and collaboration.

Well-run retreats typically lead to several tangible results. Board members leave with a clearer understanding of their roles. Expectations for engagement become more explicit. A culture is defined and unifying. Strategic priorities are reinforced. Committees restructured. Meeting formats improved.

Relationships among members often strengthen simply because they have spent time together talking honestly about the organization — and hopefully, having some fun.

Without clear follow-up actions, even the most productive retreat risks becoming an interesting conversation rather than a catalyst for change. A skilled facilitator can play an important role here as well, helping the board translate discussion into practical outcomes and keeping the conversation focused on solutions rather than simply airing frustrations.

Renewed leadership energy

Perhaps the greatest benefit of a successful retreat is renewed leadership energy. Board members who understand their role, and feel connected to the organization’s mission, engage more actively. Meetings become more productive. Strategic discussions become richer. The partnership between board members and staff becomes stronger. And the culture becomes inspiring.

Instead of simply observing the organization’s work, the board actively contributes to its success. And that shift can have a powerful impact on the entire organization.

Key takeaways

• Board dysfunction often begins quietly through under-engagement. When expectations are unclear and participation declines, leadership responsibilities fall on too few people and governance effectiveness suffers.
• Board retreats create the space needed to address deeper issues. They allow boards to examine and define a culture, clarify roles, set expectations, and reconnect members to the organization’s strategic direction.
• Using a retreat facilitator can help boards navigate difficult conversations, manage group dynamics, encourage participation, and help turn discussion into meaningful outcomes.

Final thoughts

Nonprofit boards are made up of people who care deeply about the mission. But caring about the mission and governing effectively are not the same thing.

Strong governance requires clarity, engagement, and a willingness to address challenges before they become entrenched. A thoughtfully designed board retreat offers a powerful opportunity to reset expectations, strengthen relationships, and refocus leadership on what matters most.

It may not solve every governance challenge overnight. But it can accomplish something equally valuable: it can bring the board back to the reason everyone joined in the first place — helping the organization succeed.

And when the board works well, everything else becomes easier. When it doesn’t… well, that might be exactly the moment when a retreat becomes the most productive meeting the organization has all year.

The post Your Board Isn’t Working: Why a Board Retreat Might Be the Best Investment Your Nonprofit Makes This Year appeared first on Bloomerang.

The beating heart of leadership, especially in fundraising, is not strategy. It’s connection. And connection begins with a real, human conversation.

Not a pitch. Not a performance.

A conversation: where thoughts, emotions, and truth are shared—and trust is built.

Where Conversations Go Awry

Here’s the hard truth: sometimes, without realizing it, we present ourselves in ways that quietly shut the door.

We default to habits that shrink our voice instead of amplifying it.

We make ourselves small.

We undermine our own influence before we’ve even begun.

If you want to be the kind of leader others lean in to—whose words invite trust and energy instead of uncertainty and dismissiveness—you need a better path forward.

That path starts with two essential steps: (1) reframing how you approach communication as a leader, and (2) using a clear, powerful checklist to guide every conversation. Let’s proceed!

1. Approach: Reframing Your Communications

We all want to come across as thoughtful, respectful, and open. But too often, in the name of humility or caution, we unintentionally shrink our voice. You can have the best message in the world, but if your delivery is uncertain, people will hear the uncertainty, not the message.

Here are three common traps that quietly undermine your presence—and how to begin shifting away from them.

1. Take care not to diminish yourself by hedging.

Hedging happens when you add unnecessary qualifiers or soften your statements to avoid seeming too direct. It’s meant to keep you safe, but it often has the opposite effect—signaling uncertainty or a lack of confidence.

Examples of hedging to avoid:

• “I’m not an expert, but…”
• “I may have this wrong, but here’s a thought…”
• “This probably isn’t the best idea, but maybe we could…”
• “I know you’re busier than I am.”

These phrases create distance between you and your message. Instead, say what you believe with clarity and intention. You can remain collaborative without compromising your presence.

Try instead:

• “Here’s what I’m seeing.”
• “I recommend we consider…”
• “From my experience, this approach tends to work well.”

When your language apologizes for your presence, people assume you don’t believe in what you’re saying. By shrinking to avoid discomfort, you give away the influence you came to build.

2. Recognize when you’re channeling your inner critic.

Sometimes the person most undercutting your leadership isn’t across the table—it’s in your own head. We all have an inner critic who gets in our ear when we’re feeling unsure of ourselves, or simply guarding against appearing ego-centric or know-it-all.

Common ways this shows up:

• “Sorry if this is off-base…”
• “This may sound dumb, but…”
• “You’ve probably already thought of this, but…”

The inner critic tries to protect you from judgment by judging you first. But in doing so, it keeps you small. Learning to notice and interrupt that voice is a leadership skill in itself.

Try instead:

Take a pause. Name the inner critic privately. Then speak from your wiser, more grounded voice—the one that says “You’ve got this!”

• “Here’s an idea I’d like to explore.”
• “I’ve been thinking about something that may be useful here.”

You have a valuable voice. Use it.

3. Don’t let “being nice” dilute your message.

There’s a difference between being kind and being conflict-avoidant. Many leaders, especially women and people from historically underrepresented groups, are taught, explicitly or not, that being “nice” means being soft, agreeable, and self-effacing.

But when you overcorrect for likability, you risk losing clarity. And people-pleasing mode can result in others trusting your reliability less.

Examples of over-niceness in communication:

• “I totally understand if this isn’t what you were thinking…”
• “I’m happy to go with whatever works best for everyone else…”
• “I hope this isn’t asking too much…”

Being nice isn’t the problem. Leading with care, empathy, and respect is a gift. But when “nice” means burying your needs, ideas, or boundaries, it becomes a liability.

Try instead:

• “Here’s what I need from this conversation.”
• “I want to make sure we’re aligning before we move forward.”
• “This may be a stretch ask, and it’s important.”

If you’re a fundraiser, what good is likability if it doesn’t translate into desired action responses?

Do you want folks thinking “Claire is so nice, so polite and so gracious.” Or would you prefer “Claire really knows her stuff. I always know she’ll support me and steer me in the right direction.” Or even “Sometimes Claire and I disagree, but she always gives me food for thought.”

Break Habits to Reclaim Your Leadership Voice

These patterns—hedging, self-critique, and performative niceness—aren’t signs of weakness. They’re signs of habit. And they’re habits you can unlearn.

By noticing them in the moment, and shifting toward clear, grounded language, you step more fully into your leadership. You speak not to impress or protect—but to connect.

Next: Let’s make this practical.

The Leadership Conversation Checklist will help you bring presence, clarity, and impact into every conversation—from one-on-ones to high-stakes meetings.

2. Checklist: Communicate More Powerfully

Whether you’re stepping into a donor meeting, leading a team check-in, or navigating a tough decision, your presence sets the tone. Use this checklist to help you “check in” with yourself, so you avoid undermining habits and lead with clarity, confidence, and connection.

Before the Conversation: Anchor Yourself

• What’s the purpose of this conversation?
  Define your goal. What outcome matters most?
• What do I know to be true or valuable here?
  Start from a place of grounded belief, not self-doubt.
• Am I anticipating rejection, or preparing for connection?
  Notice your mindset. One invites openness, the other defensiveness.
• Have I identified my inner critic’s voice?
  Name it so it doesn’t hijack the moment.
• Do I trust the value I bring to this space?
  Say this out loud if needed: “I have earned my seat at this table.”

During the Conversation: Beware of “Shoot Yourself in the Foot” Language

Be aware of your words, tone, and energy.

• Am I hedging or over-qualifying?
  Watch for shrinker phrases like “just,” “actually,” “almost,” and “maybe.” As in “I just think,” “Actually, I disagree,” “I almost want to suggest,” “Maybe we should.” Speak with intention.
• Am I apologizing unnecessarily?
  Women, especially, have a tendency to say “sorry” for no good reason or for simply taking up space on the planet. Catch yourself whenever you say “Sorry to bother you but …” “Sorry if this is a silly question . . .”
• Am I suggesting I’m incoherent?
  Questions like “Does that make sense?” “Am I being clear?” or “Do you know what I mean?” imply you’re difficult to understand. Replace them with “I look forward to hearing your thoughts,” or “Let me know if you have questions about this.”
• Am I using undermining disclaimers?
  Simply say what you have to say. Eliminate qualifiers like “I’m just thinking off the top of my head…,” “I’m no expert in this, but,” or “You know more about this than I do, but . . .”
• Am I hiding my point of view behind a question?
  Declarative statements are what cause people to trust you as an authority. And it’s not the same thing as being an authoritarian, which is a misuse of authority. Avoid sharing your opinion in the form of an interrogatory, for example, “Does everyone feel sure about this direction?” This conveys uncertainty. Rather, try “My experience tells me this is the wrong direction for us to take.” This offers a level of expertise on which others can rely.
• Am I using undermining uptalk?
  This is when you raise your tone at the end of what you’re saying so it sounds tentative. There’s a huge difference between an authoritative “Let’s do this!” and a questioning “Let’s do this?” Whenever you raise your pitch, it comes across with less gravity.
• Am I sounding uncertain?
  Let’s say you’re recommending new software or a technology tool. Would you lead with “I’m not certain this will work” or “I don’t have personal experience with this” or “This may not be for us, but…”?
• Am I apologizing for taking up someone’s time?
  What you have to offer is valuable, or you wouldn’t say it. Beware of add-ins like “a little bit” or “just a minute” or “just a sec”—anything implicitly suggesting what you have to say isn’t worth much time or space.

Remember to Weave in Warmth

Warmth opens doors facts alone cannot. It reminds people you’re not just a leader; you’re a person they can relate to. Strong communication isn’t just about clarity. It’s also about connection.

Don’t forget to bring a little humanity into the room.

Include a warm, genuine opening or closing when it fits the moment. A personal anecdote, a touch of humor, or a quick glimpse into your life can shift the energy and make space for trust.

One peer shared how everything changed in her team meetings when she started with a small story—something simple, like a funny moment with her child that morning. Then she’d dive into her report, filled with data and strategy. For the first time, her colleagues leaned in. They listened. They even praised her contributions.

Why? Because she’d humanized herself. In just a few words, she invited connection—and quietly challenged whatever assumptions they might have held about her.

Try this:

• Begin with a light, real-life moment to set an inviting tone.
• Close by expressing genuine interest: “I’d love to hear your thoughts on this.”
• Let your tone express awareness and concern. It should say: I’m here. I care. This matters.

After the Conversation: Reflect and Refine

Grow your awareness, not your self-doubt.

• Did I communicate what truly mattered?
  Not just what was safe or expected.
• Where did I feel strong? Where did I hold back?
  Notice, without judgment.
• What energy did I leave behind?
  Did I leave people with clarity? Trust? Momentum?
• What one thing will I try differently next time?
  Tiny shifts, repeated often, lead to powerful change.

Final Thought: Leadership Is a Conversation

It’s a relationship—built one interaction at a time.

And in fundraising, especially, that relationship begins and deepens through meaningful, human conversation. The most powerful leadership conversations aren’t one-way monologues. They’re two-way doorways to something greater than either of you can build alone.

Every conversation is an act of co-creation.

• You’re not just presenting your experience—you’re making space for someone else’s.
• You’re not just pitching your vision—you’re inviting someone else to help shape it.
• You’re not performing—you’re partnering.

The way you show up—especially in the quiet, human moments—is your leadership.

So, before you diminish yourself, pause. Reframe. Choose to reveal yourself as the kind of leader people want to follow—and join with.

Don’t shrink. Every voice is needed. Yours. Your conversation partner’s.

Start with presence. Lead with clarity. Speak as someone who belongs. Because, you do.

The post Before You Diminish Yourself: Leadership Conversation Checklist appeared first on Bloomerang.

Here’s the bright side: with a little planning and a lot of intention, your next conference can become a catalyst that drives your mission upward. This guide walks through practical, role-specific strategies for nonprofit professionals at every level. Whether you’re a development director gathering donor engagement ideas, an operations manager exploring better systems, or a board member sharpening governance instincts, you’ll find concrete steps to help you earn a strong return.

Let’s turn conference attendance from a line item into a mission multiplier.

Set clear goals before you leave the office

Conferences like AFP ICON, GiveCon, or the Nonprofit Technology Conference pack dozens of sessions, hundreds of vendors, and thousands of attendees into a few intense days. Goals are what help you turn all that energy into outcomes you can bring back home.

The move is simple—turn broad intentions (“learn about fundraising”) into specific targets you can measure and apply. Here’s how different roles can approach goal-setting:

Role-specific goals to consider

• Development director: Come home with 3 new major donor cultivation ideas, identify 2 potential partners for corporate partnerships, and book 5 one-on-one meetings with fundraising professionals running capital campaigns.
• Operations manager: Evaluate 2 tech tools that streamline reporting for finance teams, gather 3 process improvement ideas from other organizations, and compare data privacy practices with peers.
• Volunteer coordinator: Learn 3 new volunteer onboarding tactics, collect 2 recognition program templates from volunteer leaders, and connect with 4 organizations facing the same challenges with retention.
• Database admin: Assess 2–3 CRM integrations that reduce manual data entry, discuss data hygiene best practices with 3 peers, and identify 1 tool that improves donor segmentation.
• Board members: Clarify governance best practices from 2 interactive sessions, consult with other board members on board-staff dynamics, and gain insights on nonprofit leadership trends.

Pre-conference planning checklist

• 2 to 6 months out: Secure budget approval and register early for best rates
• 1 to 4 months out: Book travel and lodging, block your calendar
• 2 weeks out: Review the full agenda, select sessions, and set 3 learning objectives
• 1 week out: Reach out to 3–5 people you’d like to meet, prepare your 15-second mission intro
• Day before: Finalize your printed schedule, charge devices, and pack business cards

When you define success in advance, you can spot it in real time, and you’ll have a clear framework for measuring ROI once you’re back.

Build a smart agenda, not a packed schedule

Session FOMO is real. When you’re scrolling through agendas for events, every title seems designed to grab you. A smart schedule makes room for learning and for the conversations and connections where so much value lives.

Curate your agenda around outcomes. Review the program early and tag sessions by theme: fundraising, tech, leadership, operations, or volunteer management. Then choose with purpose.

How to prioritize your picks

• Select 1–2 keynote speakers whose topics directly match your organization’s priorities this year
• Choose 3–5 breakout sessions that map to your pre-defined goals
• Add 1–2 “wild card” sessions outside your usual lane for fresh perspective and bold ideas
• Leave open blocks for hallway conversations, vendor hall visits, and networking breaks

Role-specific agenda priorities

• Development directors should favor major gifts, donor retention, and stewardship tracks—look for sessions with case studies from organizations similar in size to yours
• Operations managers lean into finance, reporting, data privacy, and industry trends around hybrid event tech
• Volunteer coordinators seek engagement, recognition, and retention sessions—especially those with interactive sessions and peer sharing
• Database admins prioritize sessions on CRM optimization, data security, and latest trends in automation
• Board members focus on governance, strategic planning, and nonprofit leadership development

Make space for downtime too. Many conferences run from 7 AM breakfasts through 9 PM receptions. Building in 15–20 minutes between clusters helps you process what you’re learning, recharge, and show up fully for the moments that matter.

Network with intention (even if you’re introverted)

At conferences, the coffee line and hallway can be just as powerful as the keynote stage. A five-minute conversation with someone tackling a similar challenge can spark an idea that shapes your entire year.

You don’t need dozens of new connections. Aim for 5–10 meaningful conversations with clear follow-up potential.

Networking goals by role

• Development director: Meet 5 peers running capital campaigns or major gift programs, and connect with 2 potential partners for collaborative fundraising
• Operations manager: Talk to 3 organizations about their tech stack and vendor relationships
• Volunteer coordinator: Swap ideas with 4 organizations about volunteer appreciation and retention strategies
• Database admin: Compare data hygiene practices and CRM workflows with 3 peers
• Board member: Consult 2 fellow board members on governance challenges and board-staff dynamics

Practical networking tips

• Prepare a 15-second intro about your mission that invites conversation, not a monologue
• Bring 2–3 thoughtful questions: “What’s one change your org made after last year’s event?” or “What’s the biggest opportunity you’re focused on this year?”
• Use social media—especially LinkedIn and the official event hashtag—to identify people you want to meet, engage with their posts, and set up coffee chats in advance
• Attend at least one or two social events, even briefly. Informal settings often lead to the most memorable conversations

Capture contacts in real time

Log every new contact the same day. Record: name, role, organization size, topics covered, and any promised follow-ups. Following up within 48 hours converts more leads into meaningful conversations. Let your follow-up be as timely as your connection.

Practical tips for following up after the conference

The difference between a quick chat and a lasting partnership is what happens within 3–5 business days after you return. Follow-up is where conference energy becomes real organizational progress.

Simple follow-up workflow

• Within 24 hours: Send a brief LinkedIn connection request with a personalized note referencing your conversation
• Within 3–5 days: Email new contacts with a specific callback to what you discussed—“Loved hearing about your volunteer appreciation program. Here’s the template I mentioned.”
• Within 2 weeks: Schedule 15–30 minute virtual coffee chats with your most promising connections

Role-specific follow-up ideas

• Development director: Share a relevant case study or impact report that continues the conversation about donor engagement
• Operations manager: Request a sample policy or process document you discussed and offer one of your own
• Volunteer coordinator: Swap volunteer handbook templates or onboarding checklists
• Database admin: Propose a short virtual show-and-tell comparing data cleanup processes
• Board member: Invite peers to a future governance roundtable or share insights from the conference

Example email subject lines

• “Great meeting you at NTC—here’s that resource I promised”
• “Following up from AFP ICON: Quick question on your donor retention approach”
• “Connecting after GiveCon—coffee chat next week?”

Use Bloomerang to tag every new contact with the conference name and year (e.g., “AFP ICON 2025”). Build a segment for these contacts so you can share resources, send quarterly check-ins, and keep those connections warm over time.

Make sessions actionable: notes, debriefs, and next steps

Inspiration feels amazing. Implementation is what moves your mission. The difference is how you capture what you learn and translate it into next steps.

Use a consistent note-taking format for every session

• 3 key takeaways (what did you learn?)
• 3 possible actions (what could your organization try?)
• 1 follow-up resource or person (who/what helps you go deeper?)

Handwritten notes can stick, and digital backups keep them searchable. Each evening, snap photos or move your top insights into a shared doc.

End-of-day debrief routine

• Review your notes from the day
• Star your top 5 ideas across sessions
• Identify 1 quick win to test within 30 days of returning
• Note any attendees or speakers you want to reconnect with

Role-specific focus areas

• Operations managers and database admins: flag process, data systems, and reporting workflow ideas
• Development directors and volunteer coordinators: prioritize tactics that elevate donor and volunteer experience
• Board members: focus on governance insights, strategic direction, and leadership best practices

Organize notes by session so you return home with a clear, searchable library of ideas.

Bring the conference back to your team

Sharing insights is how you turn personal learning into team-wide progress—and how you make future conference investment an easy yes.

Aim to share within the first week back.

Structure your internal recap

• Prepare a 1-page summary for quick circulation
• Schedule a 30–45 minute meeting to walk through highlights (tailor for staff vs. board)
• Prioritize 3 initiatives to implement in the next 90 days, assign owners, and set simple success metrics

Role-specific debrief approaches

• Development director: Run a mini session on new stewardship ideas and donor engagement tactics
• Operations manager: Share a short deck on process improvements or tech recommendations, including vendor comparisons
• Volunteer coordinator: Present an updated engagement plan incorporating new ideas
• Database admin: Propose 1–2 data-quality or workflow improvements based on learnings
• Board member: Debrief governance takeaways at the next board meeting and connect them to strategic priorities

Measuring impact with Bloomerang

Decide how you’ll measure results. If you adopt a new donor stewardship approach, use Bloomerang’s reporting to compare donor retention rates before and after. Segment, track engagement, and review dashboards quarterly to see what’s moving.

Get value from the expo hall and vendors (without getting overwhelmed)

Expo halls can feel like a whirlwind: crowded booths, fast pitches, and plenty of swag. They can also save you months of research on tools for donor management, online giving, volunteer scheduling, and reporting.

Prepare before you arrive

• Pre-select 5–10 booths aligned with your current pain points
• Focus on role-relevant categories: giving platforms like Bloomerang, email marketing tools, volunteer management software, grant tracking solutions, or data visualization tools
• Review vendor websites in advance so you can ask sharper questions

Approach vendor conversations strategically

Bring 3–4 specific questions:

• “How does your platform integrate with our current systems?”
• “What’s pricing like for small to mid-sized nonprofit organizations?”
• “What does implementation look like, and what training or support is included?”
• “What’s your edge over [competitor] in reducing manual reporting?”

Role-specific vendor priorities

• Development directors: donor engagement features, online giving, and stewardship automation
• Operations managers and database admins: reporting, data integrity, integrations, and ease of migration
• Volunteer coordinators: communication tools, scheduling, and volunteer portal functionality
• Board members: governance dashboards, transparency, and stakeholder reporting

Capture your impressions immediately

After each booth visit, note: vendor name, fit (yes/maybe/no), follow-up needed, and who should be involved in evaluation. Log it in a shared doc or project tool so your post-conference shortlist is ready to use.

Take care of yourself so you can show up fully

Early breakfasts, late receptions, and full days of learning take real energy. When you protect your bandwidth, you get more out of every session and conversation.

Practical self-care tips

• Wear comfortable, professional shoes. You’ll walk more than you expect.
• Bring a refillable water bottle and healthy snacks
• Schedule 10–15 minute breaks between session blocks to process notes
• Choose one restorative activity during multi-day events: a morning walk, an early night, or a quiet meal

Know your limits

• Introverts might choose one-on-one coffees and quieter meals
• Extroverts might schedule dedicated “download time” to capture insights
• Everyone benefits from skipping at least one optional evening event to recharge

The goal is to return energized and ready to implement, with ideas that have room to grow.

Use your tools to track impact and close the loop

A conference earns its keep when it leads to measurable change in fundraising, operations, or engagement within 3–12 months. Tracking helps you see what worked and makes future decisions easier.

How to track conference ROI

• Count new partnerships, collaborations, or donor prospects that came from conference connections
• Track process improvements, system changes, or volunteer program updates inspired by sessions
• Compare before-and-after metrics: donor retention rates, volunteer turnout, report turnaround times, email open rates

Use Bloomerang to close the loop

• Create campaigns inspired by conference ideas and track performance
• Use dashboards to compare pre-conference and post-conference engagement
• Set reminders to review results at 30, 90, and 180 days

Example timeline

Let your data guide your next conference choice. If donor retention is a big opportunity, prioritize stewardship-focused events. If volunteer engagement is your focus, choose conferences with strong recognition and retention tracks. When metrics lead, your investment follows impact.

Final thoughts

A nonprofit conference is more than a few days on your calendar. It’s a spark. A place where fresh ideas meet real-world experience. Where hallway conversations turn into partnerships. Where one insight can unlock new energy for your entire team.

When you set clear goals, show up with intention, and follow through with purpose, you multiply impact. You return with sharper strategies, stronger relationships, and a renewed sense of what’s possible for your mission.

Ready to turn new connections into lasting generosity? Bloomerang’s donor management software helps you track, segment, and nurture every relationship you build, so momentum doesn’t fade when the conference ends. And if you’re looking for your next inspiring experience, consider joining GiveCon, a leading nonprofit conference designed to equip you with practical tools and bold ideas to keep pushing purpose higher.

Make your next conference count. Capture the insight. Strengthen the connection. Raise the bar on what your organization can achieve.

FAQ

The post How to Make the Most of a Nonprofit Conference appeared first on Bloomerang.

Dear Charity Clairity,
Our board doesn’t want to “fundraise” because they think asking is icky. What are some ways to get them involved that don’t (yet) involve asking, but that warm them up to the idea donors actually LIKE our organization and APPRECIATE the opportunity to get more engaged. I’ve been telling them this, but they don’t seem to believe me. Do you have any actionable tips for board members – like assignments I might make — that wouldn’t make them run for the hills?

— They Just Won’t Fundraise

Dear “They Just Won’t Fundraise,”

You’re not alone. “Our board won’t help” is easily one of the top three frustrations we hear from fundraisers and executive directors.

Here’s the plot twist: the number one complaint we hear from board members is, “Staff never give us anything to do.”

That’s a pretty big disconnect—especially when it comes to one of the most essential responsibilities of a board: making sure the organization has the resources it needs to fulfill its mission.

Like you, we talk about this all the time. (And yes, we’ve written about it here, here, and here.) Yet somehow, the gap between staff and boards persists.

So where does the disconnect begin?

We’ll be honest—it usually starts with staff.

In our very human attempt to be “nice” during board recruitment, we often skip the hard but necessary conversations. The result? Board members who care deeply about the mission, but aren’t prepared for their fiduciary role—especially when it comes to fundraising.

So let’s pause and ask:

1. Do you talk openly about fundraising responsibilities during the recruitment process?
2. Is fundraising included in your board member job descriptions?
3. Does your board orientation session clearly cover their role in fund development?
4. Do you offer ongoing board development to help members serve as ambassadors, advocates, and—eventually—askers?
5. Are you providing the encouragement, clarity, and cheerleading they need along the way?

Why are board members so afraid of fundraising?

Most people are afraid of asking.

To many board members, it feels like begging—and that’s uncomfortable. Add to that our cultural reluctance to talk about money at all, and suddenly “fundraising” becomes the thing they’ll avoid at all costs.

They’ll gladly help in a hundred other ways—just not with that “yucky” word that starts with fund.

What’s often missing is this simple truth: fundraising isn’t just asking. It’s a relationship-driven process that includes identifying supporters, nurturing connections, stewarding generosity, and yes—sometimes inviting someone to give.

The key is to start with what feels natural and build confidence from there.

How to take the “yuck” out of fundraising

First: Try reframing it.

What if, instead of “fundraising,” we talked about philanthropy facilitation? Same goal. Very different feeling. It replaces the dreaded four-letter word with something far more meaningful: philos + anthropy—love of humanity.

Next: Give board members options.

Create a menu of specific ambassador and advocate roles they can choose from. Ask them to indicate what they’re comfortable doing, then meet one-on-one to assign roles, answer questions, and set them up for success.

Here are a few easy, confidence-building ways board members can get involved:

1. Say thank you.
   Writing notes, sending emails, signing letters, or making gratitude calls (even leaving a warm voicemail) helps board members connect with supporters—and experience the joy of appreciation firsthand.
2. Open doors.
   Board members can introduce people from their networks who might be a good fit, often by helping schedule a friendly visit with the executive director or another leader.
3. Add personal notes.
   One of the simplest, most meaningful tasks: reviewing a donor list, flagging familiar names, and adding a handwritten note to an appeal, invitation, or thank-you.
4. Guide a tour.
   If you have a space people love to see—backstage, a campus, a pantry, a preserve—this is a no-pressure way to welcome supporters and share impact.
5. Bring a guest.
   Inviting friends to an event or tour is a powerful act of advocacy. It feels good, personal, and generous—because it is.
6. Host a house party.
   These gatherings harness the power of social proof. The board member becomes a trusted advocate, and guests get an up-close look at the mission—through stories, experiences, and human connection.

Finally: Check in.

This isn’t their day job. Don’t assume tasks will magically happen without a nudge or two. Ongoing encouragement and clarity go a long way.

Here’s the good news: board members will fundraise when they understand their options, feel supported, and aren’t forced into roles that don’t fit.

Your job isn’t to strong-arm them—it’s to help them feel good about helping.

When board members facilitate generosity, they’re not asking for money. They’re offering people the chance to do something meaningful, aligned with their values, and deeply human.

That’s not yucky. That’s joyful.

— Charity Clairity

The post How Do You Get Board Members to “Fundraise”? appeared first on Bloomerang.

Launched in 2018, Eskin Fundraising Training is devoted to training, nurturing, and supporting the success of the men and women responsible for securing gifts of time, talent, and treasure that fuel the good works of the social sector and improve the quality of life in boundless different and meaningful ways.

Eskin Fundraising Training has proudly sponsored more than 250 live and/or virtual learning communities facilitated by distinguished experts from a wide range of disciplines and engaging thousands of professional and volunteer nonprofit leaders representing organizations of all different sizes, missions, and parts of the country, and now even internationally. The fundamental premise of an instructional approach is that while no single person has all the answers, in the live and/or virtual learning communities, there is the collective capacity to answer any question.

Based on research, data, sound principles, proven strategies, and best practices, Eskin Fundraising Training highlights the following 10 effective lessons for men and women to successfully guide nonprofits of all different sizes, missions, and locations to achieve their missions.

Here are 10 lessons to help nonprofit leaders succeed

1. Passion is a superpower. Nonprofit leaders embrace missions with everything in the body, mind, and soul. They are true believers. They believe in the might of their organizations, in the people they work with to champion shared visions of a better world. They believe in the basic goodness of the American people to live the spirit of Abraham Lincoln’s “better angels of our nature,” to respond generously to inspiring appeals for gifts of time, talent, and treasure.
2. The greatest impact is not achieved by themselves but what they do to motivate fellow professional and volunteer supporters. Leaders are a special blend of visionaries, mentors, teachers, coaches, and lifelong learners and sharers. They give people what Gallup has discovered to be the most desired commodity furnished by leaders — hope. They generate the conviction that we can take matters into our own hands and that more is possible.
3. Collaboration is celebrated. Donors are forced into the excruciatingly difficult position of not choosing between the good and the bad but between the good and good. The gifts of time and money are precious and the greatest possible return on philanthropic investments are a necessity. Forward-thinking leaders welcome the power of collaboration, coordination, and communication to magnify impact and willingly set aside organizational and personal egos.
4. A relentless commitment to building and nurturing teams. The competition for high-performing professionals and volunteers is fierce, if not more competitive, than donor dollars.  It is rare for nonprofits to retain high-performing professionals and volunteers for as long as two years. Eskin Fundraising Training teaches that time is more valuable than money, because it can never be replaced.
5. Every day presents opportunities to gain wisdom, grow, and become better. It might sound like a cliché, but failures are truly profound teaching moments. They shed light so brightly that the same mistakes will not be repeated.
6. Tap the power of both artificial and human intelligence. New technology has certainly improved productivity and the quality of life. But robots cannot feel emotions, pain, grief, and joy. Even more vital than human intelligence is emotional intelligence — empowering social connections, empathy, and bridging different viewpoints. Everyone always seems to be in a rush; it is so refreshing and welcome to pause and slow down the frantic pace for greater reflection.
7. Make every effort to listen closely as much as you’re speaking. Nothing makes people feel more valued than being asked for their opinions, advice, and counsel. Always probe for deeper understanding. That’s why a popular expression in the fundraising world is: “Ask for money and you get advice but ask for advice and you can be rewarded with gifts.
8. Progress is achieved at the speed of trust. Trust is something that doesn’t come overnight. It takes persistence to always deliver on what you say you will do, and better yet over-deliver. It’s too easy to make excuses about why promises and deadlines aren’t met. Trust is earned by consistently proving that deeds live up to words and expectations.
9. Challenges aren’t shirked but welcomed. The nonprofit sector has, is and will always be characterized by demand exceeding supply. Leaders must reach dig deep and through the power of trying new ways and innovation, forge the ability to do more with less.
10. Humility is an absolute necessity. No one has all the answers, and great leaders understand this truth more than others. All of us have both strengths and weaknesses. Leaders put their strengths to the greatest test, but are wise enough to compensate for shortcomings by surrounding themselves with people and resources that can fill important gaps.

2026 will present enormous challenges

• Federal funding will continue to be compromised forcing private philanthropy to provide escalating human service needs to those most at risk.
• Societal division and polarization make it increasingly difficult to bring people together for the common good.
• Cynicism and distrust grow in our core institutions.

Nonprofits bring out the best in all of us.

The social sector represents an awesome force for expediting good works. It encompasses more than 1.5 million organizations, 13 million employees, 24 million board members, nearly 80 million volunteers, and hundreds of millions of donors from all different socio-economic backgrounds, who enthusiastically give. America’s greatness is rooted in its tradition of caring and sharing for one another and of communities of mutual support. Nonprofit leaders are ready to stand up and meet formidable challenges, and in doing so, open giant doors to a better world.

The post 10 Lessons On How To Lead Nonprofits appeared first on Bloomerang.

Nope. There’s an alternative. It’s a heck of a lot easier for board members to do things that support the fundraising efforts of the organization, rather than do something terrifying they loathe. Below is a list of 21 things board members with no fundraising experience can do to support the fundraising efforts of the organizations they care so much about.

And for those board members who love to ask for money, give them a list of people to call and meet, and let them work their magic. For everyone else, have them choose a few things from the list below. Their contributions will lower the work burden of the fundraising staff and provide valuable resources and impact that will ultimately help raise money.

1. Make thank-you phone calls. This will please your staff and donors more than you know.
2. Write thank-you letters. If done well, and very personal, donors won’t forget!
3. Host a dinner or small event (salon event). Even 10 people can be super effective.
4. Write email or mail solicitations. To make it count, sell the “why” and get people feeling emotional.
5. Help with gala or event prep. It’s a meaningful way to help and the staff will be gleefully grateful.
6. Make introductions. Not just to your personal network, but professional network too.
7. Get the word out. Speak at companies and civic events; or on television, radio, and podcasts; or with legislators and influences.
8. Give facility tours. Not only can this be fun, but it also helps to refine your messaging and pitches.
9. Work on the fundraising plan. This can be time-consuming, but a high ROI on this is crucial.
10. Help with donor cultivation and stewardship. Besides asking for money, nothing is more helpful and more important to the long-term success of your fundraising efforts.
11. Identify potential donors, corporations, foundations. Building a deep pipeline of future donors keeps the fundraising engine humming.
12. Help with social media. Don’t just rely on reposting, create your own posts; it’s more personal.
13. Find event sponsors. This is where the big money often hides. Help uncover it.
14. Write appeal letters. It’s an art to write compelling copy and to persuade passionately. If you understand marketing and can write well, then share your skills to influence donors.
15. Identify government agencies or city officials. Government grants can be lucrative and an endorsement from a city official can lend enormous credibility. Who do you know?
16. Grant writing and reporting. This is a specialized skill, but if you have it, share it.
17. Network with donors at events. Done right, shmoozing can open hearts and wallets. Talk, smile, share, and move on… then repeat.
18. Secure in-kind gifts. Do you know a good lawyer or accountant who’d donate time?
19. Marketing, promotion, and PR. Top-of-mind name recognition and a strong brand are like gold in the nonprofit world. If you’re an ace marketer, help refine and share the messaging.
20. Chair a major event. This is a huge lift and requires a committed person with experience. Is this you?
21. Help with administrative duties. Yes, there are plenty of things to do; just ask the executive director.

Create an engagement form

Here’s an idea: turn the list above into an “engagement form.” Have each board member rate themselves on a scale of 1-5 on the interest they have to help in each area. Then next to each rating, have them provide a 1-5 rating on their expertise in each area.

This is a simple but effective way to gauge board members’ interest and skills. Plus, the fundraising team can use the results to determine good candidates that can help in a particular area when the need arises.

Summary

There are many ways board members can help raise money without ever having to ask for it. Instead of dreading cold calls or awkward coffee meetings, or twisting the arms of their friends, they can champion the cause in dozens of other ways—from writing thank-you notes and hosting salon dinners to charming government officials or stuffing swag bags at midnight.

And each of these tasks support the fundraising efforts of the organization and reduce the work burden on staff. Most importantly, if the tasks are done well, the results will lead to greater fundraising effectiveness, happy and loyal donors, and a lot more money.

The post Board members: help raise money (without asking for it!) appeared first on Bloomerang.

However, you don’t need to dread creating your annual report! When well-crafted, this resource can be a vital tool for retaining and growing donor support.

This guide walks your organization through the process of creating a nonprofit annual report. Here’s what to expect:

• Nonprofit annual report FAQs
• Free nonprofit annual report template
• How to optimize your nonprofit impact report
• Tools for creating your nonprofit impact report
• 15 inspirational nonprofit annual report examples
• How Bloomerang helps nonprofits create stellar annual reports

57% of Americans say they have a high level of trust in nonprofits, more than any other sector. With a robust, informative, and transparent annual report, you can maintain a high level of trust with your donors, leading to long-term support for your nonprofit.

Wrapping up nonprofit annual reports

Your nonprofit’s annual reports will receive much more attention when they’re thoughtfully crafted, compelling, and well-designed. Ensuring that your report is engaging and educational for your supporters will go a long way in building stronger, long-lasting relationships.

The templates and annual report examples throughout this article should help your nonprofit get started making your annual report the best it can be. If you’re looking for more information about donor communications and effective nonprofit reporting, check out these additional resources:

• The ultimate donor engagement guide + top strategies. Your annual report should work in tandem with your donor engagement strategies to enhance your audience interactions. This guide offers top donor engagement tips and strategies.
• How to develop a successful fundraising strategy. As mentioned, your annual report must support your organization’s fundraising strategy and other strategic goals. Review this guide for more information about developing a solid fundraising plan.
• The 12 best donor management software options for 2025. Your donor management software can generate reports on fundraising campaigns and donor engagement efforts to fill your annual report with rich data. Use this guide to explore top donor management solutions.

The post 15 inspiring nonprofit annual report examples (+ template!) appeared first on Bloomerang.

This year’s theme, Where Impact Begins, reflects what GiveCon 2026 is all about: the spark of connection, insight, and action that transforms fundraising into lasting change.

For 2026, we’re gathering in the heart of the Midwest—St. Louis, a city known for its iconic Gateway Arch, rich cultural roots, and deep commitment to community impact. It’s the perfect backdrop for bold ideas, meaningful networking, and the kind of energy that reminds us where impact begins—with people, purpose, and possibility.

This is why St. Louis is the perfect city to host GiveCon 2026 on May 17-20th. Find out more here!

1. A journey through history and innovation

2. A tapestry of culture and creativity

3. Community spirit and midwestern charm

4. Celebrate impact at the GiveCon Party at City Museum

One of the most unforgettable experiences at GiveCon 2026 in St. Louis takes place inside one of the city’s most iconic landmarks—the historic City Museum.

Housed in a former 600,000-square-foot shoe factory in downtown St. Louis, Missouri, City Museum is a one-of-a-kind architectural playground built from repurposed materials, salvaged industrial pieces, and bold artistic vision. Think suspended airplanes, winding tunnels, rooftop views, intricate mosaics, hidden passageways, and larger-than-life installations designed to spark wonder at every turn.

On May 19 from 6:30-8:30 PM CT, nonprofit leaders and fundraising professionals will gather for the official GiveCon Party, an evening designed for discovery, connection, and engaging fun. With exclusive access to the museum’s immersive exhibits, attendees can explore, play, and reconnect with the curiosity that fuels innovation.

The GiveCon Party celebrates the collective impact of the nonprofit community. In a setting built on imagination and exploration, nonprofit professionals network with purpose, spark new ideas, and build relationships that extend well beyond the conference.

Where does impact begin? At GiveCon 2026, it begins with curiosity—exploring new ideas, connecting with peers, and stepping into spaces that spark innovation. The GiveCon Party at City Museum brings the theme “Where Impact Begins” to life, reminding us that exploration, play, and collaboration often unlock the biggest breakthroughs.

When passionate changemakers gather in St. Louis, Missouri—where history and innovation meet—new possibilities take shape.

Why nonprofits should attend GiveCon 2026, a leading conference for fundraising professionals in St. Louis

Why nonprofits should attend GiveCon 2026, a leading conference for fundraising professionals in st. louis

GiveCon 2026 is built for the people pushing purpose forward. Nonprofit leaders, fundraising professionals, development directors—if you’re passionate about advancing your organization’s mission, this nonprofit fundraising conference was designed with you in mind. Whether you’re guiding strategy as an executive director or driving results as part of a fundraising team, GiveCon 2026 meets you where you are—and helps you raise the bar.

At this year’s conference in St. Louis, Missouri, you’ll gain cutting-edge nonprofit fundraising strategies and actionable donor engagement insights you can put to work right away. From smarter campaigns to stronger supporter relationships, every session is crafted to help you amplify impact without adding more to your plate.

We’re also leaning into nonprofit leadership development—because insight changes everything. With over 60 expert-led sessions across five dedicated tracks, GiveCon 2026 explores the fundraising trends shaping 2026 and beyond, including AI in fundraising, smarter use of donor data, and strategies to grow recurring giving programs. You’ll walk away with practical tools, sharper strategy, and the confidence to lead boldly in a changing philanthropic landscape.

And then there’s the connection.

Networking at GiveCon 2026 is woven into the experience. The conference opens with the Welcome Reception: The Impact Exchange, an energetic evening designed to turn attendees into active participants from minute one. Through playful competition, real-world impact investment, and purposeful conversation, nonprofit professionals exchange ideas, celebrate GiveCon award winners, and build relationships that last long after the event ends. And that’s just the beginning of the connections you’ll make.

You’ll leave GiveCon 2026 inspired, equipped with practical fundraising strategies, and energized by a community of nonprofit professionals who believe generosity endures. Join us in St. Louis and be part of a nonprofit fundraising conference designed to help you grow your skills, deepen your connections, and keep pushing purpose higher.

GiveCon 2026 fundraising conference details

If you’re searching for a fundraising conference in 2026 that combines strategy, networking, and real-world nonprofit insights, GiveCon 2026 in St. Louis, Missouri, delivers a complete conference experience.

Conference Dates: May 17–20, 2026
Location: St. Louis, Missouri
Audience: Nonprofit leaders, fundraising professionals, executive directors, and development teams
Sessions: 60+ expert-led sessions across five tracks
Key Topics: AI in fundraising, donor data strategy, recurring giving, volunteer management, nonprofit leadership
Networking Events: Welcome Reception – The Impact Exchange, and the GiveCon Party at City Museum
Professional Development: Eligible CFRE credits available

Whether you’re looking for a nonprofit conference in 2026 to strengthen your fundraising strategy or expand your professional network, GiveCon 2026 offers actionable insight and meaningful connection.

Wrapping up

The post GiveCon 2026 in St. Louis: 3 Reasons to Explore the Host City appeared first on Bloomerang.

There is little disagreement about how much an individual means to everyone in their bloodline, circle of friends, and other loved ones.

But when you donate precious gifts of time, talent, and treasure, the family of those you care about and those who care about you grows exponentially. So does the power to touch, improve, and save more lives, especially helping those who are struggling.

Though we cherish the leadership of mega-philanthropists, nonprofit professionals and volunteers undisputedly make a huge difference in the world.

Here’s the best part: by helping others, they are genuinely helping themselves. The facts speak for themselves: donors for all causes, of all amounts, and from all socio-economic backgrounds lead longer, healthier, and happier lives.

This year’s World Happiness Report led by Gallup not only reveals which country is the happiest in the world (Finland) but also underscores the power of kindness. Acts of generosity and belief in others’ goodwill are significant predictors of happiness, even more so than earning a higher salary. These findings couldn’t come at a better time.

Other Gallup trends show that acts of benevolence — helping a stranger, volunteering time, and donating money — have dropped significantly from their pandemic-era peak. Though still higher than pre-pandemic levels, the sudden drop-off in these behaviors raises questions about where these trends might be headed.

Notably, after falling out of the top 20 for the first time last year, the U.S. has not returned. Beyond these rankings, the most recent report focuses on the effect that caring and sharing have on people’s happiness. Despite the rise in generosity during the COVID-19 pandemic, acts of kindness — helping a stranger, volunteering and donating — have lost their momentum. This matters to the world’s future wellbeing because individually, and taken together, these behaviors are all key drivers of happiness.

One of the report’s most striking revelations is that being kind and expecting kindness from others — believing that your wallet would be returned if you lost it — are stronger predictors of happiness than avoiding major negative events like crime or economic hardship. In other words, believing in the goodwill of those around us can have a bigger impact on our wellbeing than earning a higher salary.

All this reaffirms what social scientists have long suggested: Benevolence benefits both the giver and the receiver. Engaging in acts of kindness provides a psychological boost and creates a ripple effect, encouraging others to do the same. Sustained acts of generosity lead to improved mental and physical health, stronger social connections, and even longer lifespans.

From a career devoted to nonprofits, it’s become abundantly clear to me that much of our work is based on faith. Not in a spiritual sense, but in the sense that we are full of “true believers.” We unapologetically believe that:

• The art and science of fundraising work is based on sound principles, strategies, and best practices. That means the investment of the most valuable resource— our time — when invested prudently in the discovery, cultivation, solicitation, and stewardship of donors and prospects pays handsome returns.
• Our professional and volunteer team members will deliver the programs and services that motivate donors to make gifts.
• When properly cultivated and solicited, donors and prospects will invest their finite time and money to advance our visions to make the world a better place for everyone.

As characterized by the late Jerold Panas, who sold more books on resource development than everyone else combined, successful fundraisers are “outsized optimists.”

Passion for our respective missions is infectious. When we can align our organizations with the donor’s values, priorities and needs — magic happens. And everyone wins — generous donors, skillful solicitors, and beneficiaries of the mission.

When you’ve been in the fundraising business long enough, you realize that the donor actually derives the most satisfaction and fulfillment from this glorious loop. They grow larger than themselves and embrace the boundless potential of their humanity.

We keenly recognize that the problems surrounding us are so overwhelming that we can feel that we don’t know where to start.

That’s where the resolve of everyone in the nonprofit sector comes alive. By reading to one child at a time, putting a smile on the face of one senior at a time, fostering one stray cat or dog at a time, or introducing culture and the arts to one underserved person at a time, they reinvigorate the sense of hope that more is possible in the world.

And countless unsung heroes enthusiastically do it again, and again, and again. They view everyone in the social sector as brothers and sisters in a common quest to champion the spirit to take matters into our own hands, and in doing so, accomplish the impossible. This boldly reminds us of Abraham Lincoln’s “better angels of our nature.” We reinforce our mantra that we do not shirk responsibility to serve humanity, we welcome it.

We cherish landing on quotes that lift our spirits and put challenges into perspective. Such wisdom is all around us — too many times we just haven’t noticed, especially if it dates way back. To wit: for the first time in my life I’m quoting the iconic children’s story Winnie-the-Pooh created by A. A. Milne: “Always remember you are braver than you believe, stronger than you seem, smarter than you think, and loved more than you know.”

Belief that one person can indeed make a difference in the world ignites a powerful multiplier effect. Victories and results give birth to greater victories and results.

Some of us are blessed to be born with this conviction grounded in family, while others learn it during the journeys of our lives. There is strength in numbers with the nonprofit sector fueled by 13 million professionals and nearly 80 million unpaid volunteers who work just as hard. And when we get behind the wagon and all push in the same direction, the sky is the limit in what we can accomplish. Make no mistake about it, every day inspiring individuals can and do make a profound difference in pursuit of a brighter, stronger, and more socially just future.

The post Can one person’s generosity really make a difference? appeared first on Bloomerang.

Dear Charity Clairity,

I am Program Chair of my board, and have been responsible for setting up lectures and workshops for the last five years. Last year, another board member set up another group of competing events without consulting with me. I reached out to her, the President, and one other officer and politely requested I be apprised of any workshop offers before they go out. They agreed to do so in the future. Incident closed.

It’s a year later and, a few days ago, the president sent out a workshop email without informing me first. I again wrote her a polite request to please let me know in the future. She became very defensive, accusing me of “reprimanding “the member who had done the same thing last year. Now she’s telling me the board will censure me! I have tried talking to her, but she’s acting like we’re opponents. I have great working relationships with every other board member, but she tells me they all agree! Can a President be reprimanded themself?

–Hurt, isolated and confused.

Dear Hurt, isolated and confused,

I appreciate your reaching out, and am sorry you are going through this. It can’t be easy.

Alas, what you describe is an all-too-common situation of people with different opinions, miscommunication, and a hardening of positions. It’s a people problem, not a fundraising problem.

Defuse the situation

At this point, everyone’s defenses are up. Generally, this will not lead to a good outcome. Try putting yourself in the other person’s shoes and ask: Why might this person be behaving this way? How might this make perfect sense from their perspective? Hopefully, they will do the same for you.

It’s important to guard against making assumptions. We get in trouble when we make guesses (e.g., “deliberately undermining” or “reprimanding”) about why someone is doing something, or what they are thinking. If you can reframe the narrative for yourself, you’ll be in a better position to move forward.

Open the dialogue

If you can, try scheduling a private conversation (no email) with the president to reset things. If the president remains unwilling, see if you can enlist a fellow board member to broach the subject and join you.

Generally, there is more than one side to a story, and everyone deserves the opportunity to calmly and respectfully tell their personal narratives. You each need to understand where this problem is really coming from, and open communication is essential.

Clarify expectations

It appears your understanding of your role as Program Chair may differ from that of the president and other members. Which brings me to the importance of setting clear expectations for board members, including their roles, responsibilities, and expected behavior. This is essentially a preventive measure, and can be achieved through written policies, job descriptions, and board orientation materials.

If you don’t currently have these in place, now is an opportunity to suggest creating them. If you do have them, this is a good time to revisit them together.

Mediate, if necessary

If a private conversation doesn’t resolve the issue, consider engaging a neutral third party to mediate the conflict. A skilled mediator can help facilitate open dialogue and guide you towards a mutually agreeable solution. The ideal would be to not have to censure anyone.

In terms of who can be censured or removed from a board, generally this is something that should be covered in the bylaws. It may also be covered by the laws in your state. Removing a board member can be a complex process, and any movement towards this resolution should be well documented (e.g., behaviors; attempts made to address the issue; etc.) and done in consultation with legal counsel who specialize in nonprofits.

Revisit your mutual commitment

I’m sure you’re all committed to the organization’s mission and are generally coming from a place of love. For now, try to open up the dialogue. Encouraging collaboration over competition helps minimize conflict. And a culture that prioritizes teamwork and mutual support creates a more cohesive and effective board.

I hope you begin feeling more positive soon,

— Charity Clairity (Please use a pseudonym if you prefer to be anonymous when you submit your own question, like “Hurt, isolated and confused” did.)

How does your organization navigate board member conflicts? Let us know in the comments.

The post [ASK AN EXPERT] Boardroom missteps: how do you navigate member conflicts? appeared first on Bloomerang.