Accepting non-cash assets can unlock a whole new pool of donors, yet many nonprofits still rely entirely on credit cards, cash, and checks. This reliance leaves transformational funds on the table and limits your organization’s long-term sustainability.

In fact, research shows that organizations accepting complex assets grow their overall revenue much faster than cash-only nonprofits. According to a landmark study by Dr. Russell James, nonprofits that accepted only cash gifts experienced an average 11% increase in contributions over five years, barely keeping up with inflation. Meanwhile, those accepting any non-cash gift experienced 50% growth, and those accepting appreciated securities (like stock and real estate) experienced 66% growth.

Some of your donors have money coming out of their retirement accounts this year that they didn’t ask for and may not need. The IRS requires it. It shows up on their tax return either way.

Unless they give it to you.

Required Minimum Distributions are predictable, recurring, and often overlooked by nonprofits. For donors who don’t need the income, a Qualified Charitable Distribution lets them send it straight to a charity instead, satisfying the requirement without adding to their taxable income.

In this article, we’ll explain how RMDs work, why they matter to your donors, and how to make sure your organization is the one they choose.

Every year, many Americans are required by law to withdraw money they have no immediate need for. This leaves a great opportunity for nonprofits to increase their revenue by tapping into money already on the table.

In this article, we’ll explain what Qualified Charitable Distributions are, how they benefit your organization, and how to attract more of them. We’ll even share a free QCD Appeal Letter Template for you to send to your donors and raise more money!

Ask a development director how their endowment is doing, and they'll usually tell you about performance: the latest return, how the market's been treating the fund, what the investment committee said last quarter.

It's rarer for them to mention the donors they are stewarding and prospecting to support this long-term initiative.

Once an endowment is established, many nonprofits shift into maintenance mode. The fund exists, it's invested, and growth becomes something the market handles rather than something the fundraising team actively pursues. But an endowment doesn't have to grow through investment returns alone. It can grow because donors keep choosing to grow it. One of the keys, however, is knowing who to ask and how to have that conversation.

Revenue and expense data tell you how money has moved in and out of your organization. However, this information doesn’t tell you what your organization is worth overall. For that, you need to look at net assets: the nonprofit equivalent of equity in the for-profit world, and often considered a measure of your organization’s true financial standing.

This metric is critical for capacity-building, reporting, strategic planning, and many other financial activities at your nonprofit. Strong donor stewardship and impact reporting play a role here, too. Supporters and grantmakers who understand where their gifts landed are more likely to trust your organization long-term.

In this article, we’ll discuss the three major net asset classifications, where they show up on your financial statements, and some habits to promote accurate reporting.

Ask most boards what their job is when it comes to fundraising, and you'll hear some version of "the ask," (if you're lucky!). What often doesn't makes the list is stewardship: thanking donors, keeping them informed, and making them feel like partners rather than a line on a spreadsheet. That usually gets left to the development team, which is a strange division of labor, since board members often bring exactly the credibility and personal relationships that make stewardship land.

As a nonprofit leader, you have probably heard of the Uniform Prudent Management of Institutional Funds Act (UPMIFA). But are you familiar with what it includes and who needs to follow it? Don’t let your organization pay the penalty of being noncompliant with this important act. This post covers the key components of the law and its goals, who it applies to, an overview of steps organizations should take to ensure compliance with the act, and potential penalties for noncompliance.

Developing a reserve fund is a crucial part of maintaining your nonprofit’s stability and sustainability. As YPTC’s nonprofit financial management guide explains, “When you’re in survival mode, you might spend every dollar that comes in. To be sustainable, make sure you’re building an operating reserve. This can help provide a safety net during times of uncertainty, economic downturns, or other adverse circumstances.”

However, donors might wonder why or how you’re generating enough funds for a reserve in the first place. They might ask themselves: “Does this organization truly need my contributions if they already have enough extra funds leftover to put in reserve?”

To help you balance building your reserve and retaining donor support, this guide offers tips for advancing your reserve strategy while reinforcing donor confidence.

If you sit on a nonprofit board or finance committee, you've probably heard the word "fiduciary" used to describe an advisor. What often gets missed is that your board already carries fiduciary responsibility, with or without an advisor in the picture.

This distinction matters more in the nonprofit space than almost anywhere else in personal or institutional finance because the money your board oversees isn't personal wealth. It's donor-restricted, mission-restricted, and entrusted to your organization by people who expect it to be stewarded responsibly. That raises the stakes on transparency, prudence, and oversight in a way that a typical investment conversation often doesn't capture.

Many nonprofit boards spend the bulk of their fundraising conversation on one question: how do we bring in new donors? It makes sense. New donors feel like growth. They show up in board reports as a number moving in the right direction.

But that focus can overlook a bigger opportunity sitting inside the donor base you already have. According to Neon One's 2026 Recurring Donor Report, which analyzed transaction data from more than 4,000 nonprofits, the average lifetime value of a recurring donor is $7,288, more than double the $3,607 lifetime value of a one-time donor. Recurring donors also stick around far longer, giving an average of 7.5 to 8 years compared to 1.5 to 2 years for one-time donors.