In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., welcomes Christina Daniken, senior member of the research team at the Indiana University Lilly Family School of Philanthropy and Editor-in-Chief, for Giving USA. The big headline: charitable giving in the United States reached $617.2 billion in 2025, growing 5% in current dollars and crossing the $600 billion mark for the first time. Adjusted for inflation, giving still trails the pandemic-era high of 2021, but Bill and Christina underscore the encouraging reality that Americans continued to give generously despite inflation, market volatility, tariffs, and historically low consumer sentiment.

Bill and Christina then dig into where the money came from, walking through the four major sources tracked by Giving USA: individuals, bequests, foundations, and corporations. Individual giving remained the mighty locomotive of American philanthropy, rising 4.1% to $394.2 billion. Bequests delivered one of the year’s most eye-catching stories, growing 19.7% to $62.19 billion, with Christina noting that bequests have grown by about 20% in three of the last four years. Foundation giving also climbed 5.7% to $117.15 billion, staying above the $100 billion mark for the fourth consecutive year. Corporate giving grew more modestly, up 3.1% to $43.67 billion, but Christina reminds listeners not to panic: over the past five years, corporate giving has actually grown the most among the major source categories, even as it shifts toward more strategic giving, employee matching, and local sponsorships.

The conversation then turns to where the money went across the nonprofit subsectors. Religion remained the largest recipient category, as it has for decades, receiving $151.58 billion, or 23% of total giving, though its share of the overall giving pie continues to shrink gradually. Human services continued its pandemic-era rise, reaching $99.5 billion and accounting for 15% of all charitable giving, its highest share on record. Education remained strong at just over $92 billion, or 14% of total giving. Christina also highlights that the strongest growth in 2025 appeared in education, public-society benefit, and environment, while health, arts, and environment/animals reached inflation-adjusted highs.

Bill and Christina close by making the data practical for fundraisers, especially around long-term trends and donor advised funds. Christina explains that public-society benefit includes many broad community, civic, economic development, and philanthropic organizations, and she helps clarify how Giving USA counts gifts to donor advised funds depending on whether they are held by national sponsors, community foundations, universities, religious organizations, or other issue-specific sponsors. Bill emphasizes that the smart folks behind Giving USA work carefully to avoid double-counting gifts as they move into and out of DAFs. The takeaway is clear and wonderfully useful: the 2025 numbers offer plenty of good news, a few flashing yellow lights, and a whole buffet of data fundraisers can use for planning, strategy, and making the case for support.

The Giving USA 2026 report can be accessed at https://givingusa.org/.

In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., welcomes Karen Houghton, CEO and Founder of Infinite Giving, for a clear, lively, and highly practical conversation about endowments: what they are, why they matter, and when nonprofits should start thinking about them. Karen brings a rare mix of nonprofit leadership, technology, finance, venture capital, and board service to the topic, which means she can explain endowments without making everyone reach for a legal dictionary and a strong cup of coffee. Her big message is that nonprofits are part of the “nonprofit sector,” not the “not-profit sector,” and when organizations generate a surplus, they can use it strategically to build long-term sustainability.

Bill and Karen start with the basics: an endowment is money set aside, invested, and used to provide ongoing support for an organization’s mission. In practical terms, a nonprofit might invest the principal, allow it to grow, and then draw a percentage each year, often around 5%, to support operations or programs. Karen gives the example of a $10 million endowment producing roughly $500,000 each year. The goal is not to hoard money, but to create reliable, recurring support that can keep pace with inflation and serve the mission for generations.

The conversation also tackles the nuts and bolts of getting started. Karen explains that endowments do not have to be wildly complicated; organizations can often begin by setting aside funds, opening an investment or brokerage account, and creating key documents such as an endowment agreement and an investment policy statement. She especially encourages small and midsize nonprofits to consider a quasi-endowment, also called a board-restricted endowment, because it gives the organization flexibility while still establishing a long-term financial framework. But she offers one very important caution: if an organization does not yet have reserve funds, the first step is not an endowment. First build the six-month emergency reserve fund. Then move from scarcity to strategy to sustainability.

Bill and Karen close by connecting endowments directly to fundraising, donor intent, and organizational confidence. Karen shares a cautionary tale about a nonprofit that turned down a $1 million endowment gift because the board wanted the money for immediate use, only to watch the donor give it elsewhere to an organization that honored the donor’s legacy vision. She also cites research showing that 69% of major donors are more likely to give to nonprofits that demonstrate strong leadership and clear financial strategy. The takeaway is crisp: endowments are not for every organization at every moment, but when the timing is right, they can help nonprofits honor donors, stabilize programs, attract legacy gifts, and plan in 10-year cycles instead of 10-minute panic bursts.

In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., welcomes Soren Kaplan, PhD, nationally regarded educator, consultant, and author, for a practical and energizing conversation about nonprofit collaboration. Drawing from Soren's 2025 article in the Stanford Social Innovation Review, the episode asks a big question: why should fundraisers and nonprofit leaders collaborate when they already have plenty to do inside their own organizations? Soren's answer is wonderfully direct: impact. Big, tangled community challenges like food insecurity, health equity, and environmental protection are rarely solved by one organization paddling alone.

Bill and Soren explore what collaboration looks like in real nonprofit life, including examples from Points of Light and White Pony Express. Points of Light, founded by George H. W. Bush, served more than 3 million volunteers last year by building a network of nonprofits and corporate partners around shared goals. White Pony Express, meanwhile, worked with other food-security organizations in Contra Costa County to pool data, standardize information, and create a heat map showing where services were strong and where gaps remained. That shared picture helped open up new possibilities for collective action, which is nonprofit-speak for “Aha, now we can see the whole elephant instead of arguing over who is holding the trunk.”

The conversation also digs into the mechanics of making collaboration work without turning it into a bureaucratic octopus wearing reading glasses. Soren emphasizes the value of a common goal, shared data, a clearly identified community need, and an external facilitator who can help organizations move past competition and toward synergy. He also introduces the idea of “light governance,” where each nonprofit remains autonomous but agrees to align major strategies and initiatives with the broader collaborative mission. In other words, nobody has to surrender their board, mission, or identity at the door. They just agree not to wander off into the weeds while everyone else is building the road.

Bill and Soren close by connecting collaboration directly to fundraising. Donors and funders increasingly want to see innovation, scale, efficiency, and measurable impact, and a strong collaborative can often make a more compelling case than several individual organizations submitting separate appeals. Soren notes that when nonprofits pool capabilities and pursue funding together, they can sometimes access resources that would be out of reach alone, including the Measure X half-cent sales tax funding that supported underserved communities in Contra Costa County. The takeaway is clear: collaboration is not just a feel-good handshake in a conference room. Done well, it can expand impact, strengthen fundraising, build culture, and give nonprofits a better story to tell. Because when one plus one can equal five, fundraisers should probably sharpen their pencils and start doing that math.

In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., welcomes Jasmin Graham, founder, president, and CEO of Minorities in Shark Sciences, for an energetic conversation about leadership, vision, representation, and yes, sharks. Jasmin shares how her lifelong connection to the ocean, her curiosity for science, and one fateful Twitter exchange with other Black women shark scientists helped launch an organization dedicated to moving people “from fear to fascination” while broadening participation in marine science. What began as a club quickly became a nonprofit after Jasmin and her co-founders planned to raise $24,000 in a year and instead raised it in a week. That is not a fundraising goal; that is a cannonball into the deep end of donor enthusiasm.

Bill and Jasmin explore how Minorities in Shark Sciences tackles both ocean conservation and systemic barriers in the scientific field. Jasmin explains that marine science often relies on unpaid internships or “pay-to-play” opportunities, creating financial obstacles for students and professionals who do not have a safety net. Her organization offers K–12 outreach, field trips, camps, workshops, internships, fellowships, and hybrid programs for people changing careers or returning after disruptions. The mission is beautifully twofold: conserve endangered sharks and rays while uplifting scientists and conservation leaders from communities that have historically been left out of the boat, off the dock, and nowhere near the grant-funded snorkel gear.

The conversation really gets its sea legs when Jasmin starts myth-busting sharks. While many people immediately picture Jaws, she reminds listeners that most sharks are about three feet long or less, many live in the deep sea, and some are downright adorable, including shy sharks, pajama cat sharks, and bonnetheads. Jasmin also offers a sobering statistic: sharks kill one or two people per year on average, while humans kill around 100 million sharks annually. In other words, sharks are not roaming the oceans looking for snacks; they have much more reason to fear us than we have to fear them.

Bill and Jasmin close by connecting her leadership journey to fundraising success. Jasmin reflects on building a team with different communication styles, noting that each staff member’s strengths naturally aligned with their role, from programming to operations to communications. She also offers a powerful lesson for nonprofit leaders: create a vision that is authentic to your mission, not one designed merely to “sell.” Early on, some people told her that Minorities in Shark Sciences was too narrow, but Jasmin stayed focused on the slice of the pie she was best equipped to change. The takeaway is clear: big ideas attract big support, but precise passion attracts the right support. Stay true to the mission, find donors who share it, and then go make waves.

In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., welcomes Neelam Makhijani, Director of Strategy and Operations for SUVIDHA, for a lively and practical conversation about blended financing; bringing different kinds of funders together to create long-term social impact. Neelam explains that blended financing combines private capital, government support, community resources, philanthropy, and sometimes market investment so nonprofits can use one source of funding as a catalyst to attract others. In other words: one dollar walks into the room, brings friends, and suddenly impact has a much bigger dance floor.

Bill and Neelam explore why this approach is a gamechanger for nonprofits and NGOs. Unlike traditional grants, where organizations often receive money upfront and then report back later, many blended financing models focus on outcomes. The pressure shifts from “Here is what we plan to do” to “Here is what we actually achieved.” Neelam notes that investors may accept smaller financial returns because they also want social good, using tools like impact bonds, guarantees, and revolving funds. The key is designing the model well and defining outputs clearly, because “behavior change” may sound lovely on a brochure, but investors still need something more measurable than vibes in a spreadsheet.

The conversation comes alive through examples. Bill shares the story of a donor who invested $300,000 to help an NGO build three affordable homes. Families rent the homes below market rate, eventually buy them, and then the money goes right back into building more houses. That is not a one-time gift; that is a philanthropic boomerang with a hard hat. Neelam offers another example from Mumbai, where women received small amounts of startup capital, sometimes just $300 or $400, to launch shops, salons, embroidery businesses, or poultry enterprises. By combining donor support, personal investment, and bank loans, these women became credit-ready, built income, gained dignity and decision-making power, and created ripple effects for their children and communities.

Bill and Neelam close by turning to what nonprofits need in order to participate in blended financing responsibly. Neelam emphasizes that organizations need enough size and financial stability to absorb some risk, strong strategy, solid technical expertise, and robust monitoring and evaluation systems. Boards may need more business experience, staff may need stronger financial skills, and leaders must be willing to think like entrepreneurs without losing sight of mission. The takeaway is clear: blended financing is not just another fundraising trick hiding in a nonprofit magician’s hat. Done well, it can diversify revenue, attract new partners, recycle dollars for ongoing impact, and help nonprofits move from “please fund our project” to “invest in our mission.”

In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., welcomes Connie Falcone, JD, founder and CEO of Firefly Athlete, for a conversation about what fundraisers need to know when sports and philanthropy collide. Connie brings serious insider credentials: seven seasons leading Cubs Charities, a 2016 World Series ring, and the proud title of “Connie from the Cubs.” Her work now focuses on helping athletes turn purpose into action by reducing the barriers that often keep them from engaging meaningfully in philanthropy.

Bill and Connie unpack why philanthropy can be surprisingly hard for professional athletes, even with fame, resources, and cultural influence. Many athletes assume the first step is starting a nonprofit, but Connie warns that creating and running a charitable organization is a major undertaking, not exactly a “grab a lemonade stand outside Wrigley and call it a foundation” situation. Athletes face limited time, demanding training schedules, constant travel, family responsibilities, and a real need to protect their careers. As one NFL player told Connie, much of his day is spent figuring out how “not to get cut from the team.”

The conversation also explores trust, access, and authenticity. Athletes are frequently approached by nonprofits, agents, teams, family members, and plenty of people who may or may not have the right expertise. Connie emphasizes that nonprofits should not simply chase star power; they should look for genuine alignment between the athlete’s lived experience, values, and charitable interests. If an organization supports food insecurity, first responders, youth mentoring, or another cause, the best athlete partner is someone with a real connection to that mission. Otherwise, the partnership risks feeling like a celebrity sticker slapped on a brochure.

Bill and Connie close with practical guidance for nonprofits considering athlete ambassadors. First, expect that securing an athlete’s involvement may require paying a fee, especially at the beginning. That investment can open the door to a relationship that may grow over time, perhaps even into future giving. Second, nonprofits should understand what athlete ambassadors are best positioned to do: expand visibility, reach new audiences, and bring in everyday donors, rather than magically landing a million-dollar gift while fireworks explode over the end zone. The takeaway is clear: sports philanthropy works best when nonprofits lead with mission fit, patience, professionalism, and stewardship; not just a dream of getting a famous name on the gala invitation.

In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., welcomes Janie Judd, founder and principal of Elevé, a national consulting firm that helps nonprofits “work better without losing what makes them human.” Their conversation tackles a challenge many mission-driven professionals know all too well: what happens when you care so deeply about the cause that you forget to care for the people carrying it, including yourself? Janie brings a systems-minded, people-centered perspective to nonprofit effectiveness, reminding listeners that structure is not the enemy of humanity; in fact, good systems can be the very backbone that lets humanity shine.

The conversation centers on what Janie calls “cause blindness,” the tendency for nonprofits to become so consumed by their mission that they overlook the infrastructure needed to actually achieve it. Scrappiness, good intentions, and passion for the work can be powerful, but when they become the entire operating model, organizations start patching problems with what Janie memorably calls “human duct tape.” And while duct tape may be handy in a garage, it is not a long-term talent strategy, unless your strategic plan includes “everyone quietly burning out by Thursday.”

Bill and Janie then explore how stronger systems protect both people and mission. Clear decision paths, documented workflows, ownership boundaries, and updated processes may not sound glamorous, but they help teams reduce ambiguity, preserve trust, and keep the work moving without asking staff to carry impossible weight. Janie emphasizes that systems are not cold or anti-human; they are what allow nonprofit professionals to bring their best selves to the work. As she puts it, “Strong systems protect people.” Bill connects this to the professional stance taught at The Fund Raising School, especially when nonprofits face external pressure around overhead, administration, and the myth that every dollar should somehow create impact without people, tools, salaries, technology, or professional development.

The episode closes with practical wisdom for leaders, fundraisers, board members, and staff who sense that something in their organization feels heavy, fragile, or off. Janie’s advice is direct: assume there is a broken system underneath. Burnout, low morale, confusion, and instability are often late-stage symptoms of deeper structural problems. The takeaway is clear: caring for the mission means caring for the systems and people that make the mission possible. Human duct tape may hold things together in a crisis, but stronger fundraising, stronger teams, and stronger outcomes require something sturdier than a roll from the supply closet.

In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., welcomes Mladenka Majerić, CEO of the Yellow Dot Foundation in Croatia and an international leader in nonprofit effectiveness, fundraising culture, and philanthropic development across Europe. Bill and Mladenka first connected at the Central and Eastern European Fundraising Conference in Bratislava, Slovakia, in 2025, and their conversation centers on a message every fundraiser needs taped to the mirror, the laptop, and possibly the office coffee maker: fundraisers are leaders. They may not always hold the CEO title or sit in the board chair’s seat, but through their relationships, influence, and trust-building, fundraisers help shape organizations, communities, and society itself.

The conversation begins with Mladenka reframing fundraising as much more than raising money. Fundraising, she explains, is about developing relationships with donors, building community, influencing public trust, and strengthening the social fabric. Bill adds that nonprofit professionals are often “first responders,” stepping into difficult social challenges and helping communities move toward solutions. Mladenka agrees, noting that fundraisers build not only financial capital but social capital, the kind rooted in values, relationships, and shared responsibility. In other words, fundraisers are not just passing the hat; they are helping stitch the community quilt, hopefully without getting tangled in the thread.

Bill and Mladenka then explore what leadership looks like for fundraisers who do not have formal authority. Mladenka offers a beautifully direct answer: “Leadership is communication.” Every donor conversation, public appearance, one-on-one meeting, and stakeholder interaction represents the mission and shapes the reputation of the organization. Bill connects this to what The Fund Raising School teaches as “reference power,” the influence fundraisers earn by being trusted representatives of the mission. Mladenka also introduces the phrase “exquisite fundraising,” describing fundraising that moves beyond planning, managing, and executing into vision, responsibility, and societal change.

The episode closes with a focus on self-care, joy, and support for fundraisers who carry heavy expectations in a challenging profession. Mladenka shares advice from her colleague Gary Edwards, who would ask, “Are you having fun?” She expands that idea into joy: fundraisers need to stay connected to the mission, visit with beneficiaries, remember why the work matters, and seek support from colleagues, mentors, coaches, or fundraising communities. Bill echoes this by reminding listeners that fundraising is “the gentle art of teaching the joy of giving,” and that fundraisers are in the “joy delivery business.” The takeaway is clear: fundraisers are leaders not because of their titles, but because of their trust, communication, vision, and ability to connect people to purpose; and when they care for themselves while doing it, they can lead with both effectiveness and joy.

In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., welcomes back Phil Purcell, Director of Planned Giving for the Central Territory of The Salvation Army, a veteran faculty member at The Fund Raising School, and nationally recognized expert on planned giving, nonprofit law, and charitable organizations. Phil joins the conversation fresh from leadership roles with the American Bar Association’s charitable giving and organizations work, where he helps advance legal understanding across the nonprofit sector. Together, Bill and Phil tackle a topic that gets plenty of conference-room chatter but not always enough action: nonprofit collaboration, partnerships, and mergers. As Bill notes, everyone loves to say, “Those organizations should work together,” but actually making it happen can feel like trying to assemble IKEA furniture during a thunderstorm.

The conversation begins with why nonprofits pursue partnerships or mergers in the first place. Phil explains that financial pressure is often one driver, especially when an organization has strong programs but a fragile bottom line. Grassroots organizations may also seek fiscal sponsorships or other partnerships because they have mission energy but not yet the fundraising base to sustain themselves. Other collaborations emerge from strategic opportunity, such as organizations with different strengths coming together to address a complex community challenge, or 501(c)(3) and 501(c)(4) organizations coordinating around advocacy and public policy. Bill adds that donors can be powerful catalysts, sometimes asking why two organizations serving similar missions, neighborhoods, or populations are operating separately when a combined effort might produce greater impact.

Bill and Phil then move into the human side of mergers, where the spreadsheets meet the feelings, and sometimes the feelings bring snacks and a lawyer. Phil emphasizes that while boards ultimately decide whether a merger or partnership moves forward, the idea may come from staff, board members, volunteers, thought leaders, or major donors. Still, staff may understandably feel anxious about redundancy, job security, and organizational change. Phil stresses that mission alignment and culture must be addressed before the legal documents arrive on the scene wearing sensible shoes. Work styles, leadership expectations, office norms, governance habits, and organizational identity all matter. Outside consultants can help by conducting interviews, assessing cultural fit, facilitating strategic conversations, and helping leaders determine whether the whole really can become greater than the sum of its parts.

The episode closes with Phil outlining the legal and structural issues nonprofits must consider once collaboration becomes serious. He advises organizations to start by understanding exactly who they are legally: their true legal name, articles of incorporation, bylaws, tax-exempt status, state and federal standing, and any unusual provisions that may have been forgotten in the filing cabinet of history. From there, a merger may require a plan of merger, articles of merger, decisions about which entity survives, and attention to state law differences. Phil also explains alternatives to full mergers, including fiscal sponsorships and supporting organization structures, each with its own responsibilities, agreements, and governance questions. Above all, he reminds listeners not to overlook donor intent, restricted gifts, leadership structure, and stakeholder trust. The takeaway is clear: nonprofit collaboration is complicated, emotional, legal, financial, and cultural; but when it strengthens mission, it can be well worth the work.

In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., welcomes back Lindsay Marciniak, Managing Partner at CCS, for a data-rich conversation about the fifth edition of the Philanthropy Pulse Report. The report draws on responses from 618 nonprofit organizations across 47 states and 18 countries, giving fundraisers a broad look at both recent fundraising performance and the trends shaping the year ahead. Lindsay shares one of the report’s most encouraging findings: 62% of organizations reported increased revenue in the previous year. Bill places that in context, noting that even amid economic uncertainty, inflation concerns, and questions about recession, donors continue to demonstrate generosity when they are invited to support meaningful work. In other words, philanthropy is still showing up, coffee in hand, ready to help.

The conversation then turns to stewardship and donor retention, where the data provide both encouragement and a clear call to action. Lindsay explains that 44% of respondents reported average donor retention rates between 30% and 60%, centering near the national average of 47%. She also notes that organizations are using both personal approaches, such as individual and small-group meetings, and broader strategies, including targeted digital communications. In fact, 69% of organizations plan to support donor retention through targeted digital outreach. Bill reinforces a key principle taught at The Fund Raising School: stewardship is the fundraising that happens between the asks. Donor retention is not simply something to admire, lament, or put on a spreadsheet with a tiny violin playing in the background. It is something organizations can strengthen through intentional gratitude, communication, and relationship building.

Board engagement also receives significant attention in the report and in the discussion. Lindsay explains that organizations with clear expectations for board members, including giving and fundraising responsibilities, reported stronger revenue outcomes. The survey found that 52% of organizations say board members fundraise occasionally, while only 14% report very frequent board involvement, 28% say participation is rare, and 6% report no board participation at all. Bill adds research from The Fund Raising School showing that when nonprofits clearly communicate expectations for board giving and fundraising, board members are 11 times more likely to donate and fundraise. The message is delightfully direct: do not assume board members know what is expected. Clarify, repeat, invite dialogue, and help board members understand that they can contribute not only by asking for gifts, but also through stewardship, introductions, expertise, and credibility.

The episode closes with a look at AI, fundraising consulting, and future growth opportunities. Lindsay notes that while nonprofits remain curious about AI, many are still in the early stages of adoption, with close to half of responding organizations not using AI at all. For those that are, AI is most often used to enhance personalized donor engagement through writing, editing, and content support. Both Bill and Lindsay emphasize that AI is currently best understood as an enhancement, not a replacement, especially in a sector where staff often face high expectations and burnout. Looking ahead, the report points to major gifts, mid-level donors, non-cash assets, blended gifts, donor-advised funds, and stronger development operations as major areas of opportunity. The episode offers fundraisers a practical reminder that data are not just numbers on a page; used well, they help organizations steward donors, engage boards, support staff, and build stronger fundraising strategies for the future.