If you work in development, you don’t need anyone to tell you the job has changed. Expectations have gone up, resources have gone down, and stewardship, arguably the heart of sustainable fundraising, often gets pushed aside in favor of chasing the next dollar. Many fundraisers describe feeling like an ATM with a pulse.
When a nonprofit hires paid staff, especially development professionals, the board’s Fundraising Committee faces a new challenge: staying helpful without getting in the way. The line between governance and operations can blur easily. It’s tempting for well-meaning board members to step in and “help” with staff duties, but that can create confusion, frustration, and even slow the work down.
So what should a Fundraising Committee do when the organization already has a staff-led development program?
A 501(c)(3) just lost its fourth remaining board member, leaving three to remain, the base requirement. The board recently voted to dissolve the nonprofit and wind-down operations. The organization is currently tapping into its reserves. One of the remaining board members asks:
One of the most persistent and polarizing conversations in the nonprofit world revolves around compensation. How much should nonprofit professionals be paid? And how does that compare to salaries in the for-profit sector?
The 2025 federal government shutdown isn’t just a headline, it’s playing out in nonprofits across the country as delayed grants, stalled contracts, and rising community needs. For organizations that rely on federal funding or partner with government agencies, the implications are serious. The good news: many nonprofits aren’t just waiting. They’re actively adapting.
Bear with me. This is a short story about a small moment that changed a nonprofit’s board culture.