Intern Spotlight: Getting to Know Our 2026 DBC Interns
Each year, our intern program brings new energy, curiosity, and perspective to DBC. Our 2026 interns come from a range of academic backgrounds and personal interests, but they share a common desire to learn, …
Each year, our intern program brings new energy, curiosity, and perspective to DBC. Our 2026 interns come from a range of academic backgrounds and personal interests, but they share a common desire to learn, contribute, and grow in a professional environment that values people as much as technical skill.
This year’s intern group includes Eden Boer, Matt Hoonhorst, Evan Gillespie, Ivan Radovic, Ethan Bosch, and Alex Welscott. Together, they represent the next generation of accounting professionals who are thoughtful about their careers and intentional about how they grow.
What Drew Them to DBC
Many shared that their first conversations with DBC felt genuine and welcoming. Interviews were described as two-way discussions rather than formal screenings, which helped set clear expectations and create an early sense of connection.
Several interns also noted the impact of meeting DBC team members at career fairs or through campus interactions. Those experiences reinforced the idea that DBC is a place where people are approachable, willing to teach, and invested in one another’s development.
Academic Paths and Career Interests
Our interns bring a range of academic experiences to the firm:
· Eden Boer is studying Accounting at Grand Valley State University and values maintaining balance between academics, work, and personal commitments.
· Matt Hoonhorst is dual enrolled at Grace Christian University and Davenport University, studying Christian Studies and Accounting, and plans to graduate in 2026.
· Evan Gillespie is a senior at Grand Valley State University, majoring in Accounting and participating in the five-year Master of Science in Accounting program.
· Ivan Radovic attends Aquinas College, where he is pursuing degrees in Professional Accountancy and Computer Information Systems.
· Ethan Bosch graduated from Cornerstone University with a degree in Accounting and a minor in Finance and is looking forward to gaining hands-on experience as he begins his professional career.
· Alex Welscott is a senior at Grand Valley State University, majoring in Accounting and preparing to begin studying for the CPA Exam upon graduation.
Across the group, early coursework played a meaningful role in shaping their interest in accounting, particularly classes that emphasized structure, problem-solving, and real-world application.
Life as a DBC Intern
No two days look exactly the same for our interns. Their work includes preparing tax returns, assisting with 1099s, supporting client projects, and learning firm processes alongside full-time staff. Interns rotate across teams and offices, which allows them to build relationships and gain exposure to different working styles and client needs.
Many shared appreciation for the guidance they receive from senior staff and managers who take time to explain not just what to do, but why it matters. That context helps connect day-to-day work with long-term professional development.
Outside the Office
Outside of work and school, they stay busy. Interests range from competitive sports and fitness to fishing, hunting, travel, and time with family and friends. Some enjoy collecting memorabilia or following auto racing, while others recharge by being outdoors or staying active year-round.
These interests reflect an understanding that long-term success in public accounting requires work-life balance and perspective.
Looking Ahead
As they look ahead to the coming year, the group shared goals centered on strengthening technical skills, improving study habits, and taking on more complex work. Several are already thinking about CPA Exam preparation and how to approach it in a way that aligns with work responsibilities and personal commitments.
That awareness is exactly what we hope to support through the program. The goal is not to rush the process, but to help build confidence, encourage questions, and develop habits that will serve them well throughout their careers.
We are grateful for the perspective and enthusiasm this group brings to DBC and look forward to supporting them as they continue their accounting journeys!
When Pivoting in a Crisis, What Should Small- and Medium-Sized Not-for-Profits Prioritize First?
Periods of crisis force leadership teams to move quickly. Revenue shifts, program demand changes, and uncertainty increases pressure across staff and board. When facing disruption, many leaders immediately focus on diversifying funding or launching …
Periods of crisis force leadership teams to move quickly. Revenue shifts, program demand changes, and uncertainty increases pressure across staff and board. When facing disruption, many leaders immediately focus on diversifying funding or launching strategic planning conversations.
Those steps matter. However, crisis response often requires deeper structural decisions that are less comfortable but more impactful.
Below are three areas small- and medium-sized not-for-profits should evaluate early when pivoting.
Make Clear Decisions About Staffing
In times of instability, staffing structure deserves immediate review. Not-for-profits often delay difficult personnel decisions due to strong values around inclusion, loyalty, and belonging. While those values are important, maintaining roles that no longer align with strategy or financial reality can weaken the entire organization.
Crisis periods often clarify which positions are essential to the organization’s future and which may be better suited for transition. Leaders should assess:
- Whether current roles align with the core mission and theory of change
- Whether workload distribution supports productivity and morale
- Whether the organization can sustainably fund each position
If separations become necessary, they should be handled with transparency and fairness. Establishing clear, values-based severance policies supports both employees and organizational credibility. Financial sustainability and compassion are not mutually exclusive, but they must be balanced thoughtfully.
Reevaluate Physical Space and Overhead
Office space is another area that warrants review. The relationship between not-for-profits and physical space has shifted significantly in recent years. Many organizations no longer require the same square footage or fixed-location commitments they once did.
Leaders should ask:
- What type of space is truly necessary to deliver programs effectively?
- How often is the space used, and at what cost?
- Could hybrid or shared-space models reduce overhead without harming service delivery?
Reducing or restructuring space is not simply a cost-cutting exercise. It requires operational planning, clear policies for hybrid work, and investment in effective collaboration systems. If an organization pivots to remote or hybrid operations, it must also establish expectations for communication, accountability, and team cohesion.
Evaluate Funding Alignment, Not Just Funding Volume
During financial pressure, it can feel counterintuitive to step away from revenue. However, not all funding supports long-term sustainability.
Grants and contracts should be evaluated for mission alignment and full-cost coverage. Leaders should assess:
- Whether funded programs still align with strategic priorities
- Whether the funding source covers true direct and indirect costs
- Whether accepting the funding requires maintaining roles or expenses that no longer serve the broader mission
Funding that drives strategic drift or sustains non-core programming can create long-term strain. In some cases, choosing not to renew a grant or contract is a proactive decision that strengthens focus and impact.
Walking away from misaligned funding signals clarity about purpose and reinforces disciplined governance.
Balancing Strategy With Structural Change
Diversifying revenue and engaging the board in strategy discussions remain important crisis responses. However, structural decisions around staffing, space, and funding alignment often have the most immediate financial impact.
Crisis pivots require courage and careful change management. Clear communication, transparent decision-making, and alignment between board and leadership are critical throughout the process.
At DBC, our not-for-profit specialists work with organizations to evaluate cost structures, assess funding sustainability, and align operational decisions with long-term mission goals. Thoughtful analysis and proactive planning can help organizations navigate disruption while protecting financial health and organizational integrity.
To read the original article by Jeanne Bell, please visit https://nonprofitquarterly.org/when-pivoting-in-times-of-crisis-what-should-small-and-medium-sized-nonprofits-prioritize-first/
Four Fundraising Trends Not-for-Profit Leaders Should Plan for in 2026
Fundraising continues to evolve in response to economic pressure, shifting donor behavior, and rapid technology changes. While overall generosity remains strong, participation trends are changing. Many organizations are seeing fewer small-dollar donors and more …
Fundraising continues to evolve in response to economic pressure, shifting donor behavior, and rapid technology changes. While overall generosity remains strong, participation trends are changing. Many organizations are seeing fewer small-dollar donors and more reliance on larger gifts.
As we move into 2026, sustainability will depend less on adopting the newest tool and more on using the right tools intentionally. Strong systems, responsible data practices, and consistent donor engagement will separate stable organizations from those struggling to adapt.
Below are four fundraising trends not-for-profit leaders should prioritize in 2026.
Artificial Intelligence Becoming Operational Standard
Artificial intelligence is quickly becoming part of everyday fundraising operations. Many organizations now use AI-powered tools for donor segmentation, data cleanup, analytics, and reporting. Tasks that once required hours can often be completed in minutes.
For larger organizations, predictive analytics and donor journey insights are becoming more common. Smaller not-for-profits are also gaining access to embedded AI features within existing platforms, making the technology more practical and affordable.
In 2026, the most effective organizations will use AI to increase efficiency without compromising authenticity. Human oversight remains essential. Clear data policies and transparent communication about technology use will help preserve donor trust.
Donor Privacy as a Competitive Advantage
Donors are increasingly cautious about how their personal and financial information is handled. Trust in not-for-profits remains relatively strong, but concerns about transparency and data security are growing.
Privacy practices can no longer be treated as a compliance exercise. They must be visible and intentional. Secure payment systems, clear consent options, and straightforward privacy policies influence whether a donor completes a gift.
Visible security indicators, accreditation badges, and options such as anonymous giving or communication preferences reinforce credibility. Organizations that demonstrate responsible stewardship of donor data will strengthen trust and improve retention.
Monthly Giving Providing Revenue Stability
While small-dollar donor participation has declined in many sectors, recurring giving programs continue to grow. Monthly donors often contribute more annually than one-time supporters and provide predictable revenue that supports long-term planning.
Recurring programs also allow donors to make manageable contributions over time. This structure can increase loyalty and engagement.
Not-for-profits should review donor data to identify strong candidates for recurring programs and communicate the impact of sustained support. Shifting focus from one-time transactions to long-term relationships will improve stability in an unpredictable funding environment.
Personalization Moving From Preference to Expectation
Generic fundraising messages are becoming less effective. Donors increasingly expect communication tailored to their interests, giving history, and preferred channels.
Technology now allows segmentation and personalization at scale. Strong customer relationship management systems help consolidate donor data and support timely, relevant outreach. Personalized acknowledgments, targeted campaign invitations, and communication frequency preferences all contribute to a stronger donor experience.
However, personalization should focus on relevance, not volume. Asking donors how and when they prefer to hear from you, and honoring those preferences, reinforces respect and builds trust.
Planning for a Sustainable 2026
Fundraising in 2026 will require both discipline and adaptability. Organizations must balance innovation with sound governance. Operational efficiency, responsible data management, recurring revenue strategies, and thoughtful personalization will be central to long-term success.
At DBC, our not-for-profit specialists help organizations strengthen financial systems, evaluate fundraising sustainability, and align operational strategy with long-term mission goals. Clear planning today supports stronger donor relationships and more stable growth in the years ahead.
To read the original article by Raviraj Hegde, please visit https://www.forbes.com/councils/forbesbusinessdevelopmentcouncil/2026/02/03/4-fundraising-trends-every-nonprofit-leader-should-plan-for-in-2026/
When Not-for-Profit Staff Want Raises You Cannot Afford
Compensation conversations are among the most difficult challenges not-for-profit leaders face. Many organizations have worked intentionally to improve equity, transparency, and work-life balance. As a result, expectations around salary growth, retirement benefits, and cost-of-living …
Compensation conversations are among the most difficult challenges not-for-profit leaders face. Many organizations have worked intentionally to improve equity, transparency, and work-life balance. As a result, expectations around salary growth, retirement benefits, and cost-of-living adjustments have risen.
That is not a failure. It often reflects a healthier culture. The challenge arises when revenue is stable or limited, and financial realities do not support the level of compensation staff reasonably hope for.
Navigating these conversations requires clarity, honesty, and structure.
Start With Shared Financial Understanding
Transparency alone is not enough. Sharing a budget spreadsheet without context can create confusion or misinterpretation. Staff need to understand not only the numbers, but what those numbers mean.
Leadership should clearly explain:
- Where revenue comes from and how predictable it is
- Which expenses are fixed and which are flexible
- What obligations must be met before compensation increases are possible
- How cash reserves factor into sustainability
When everyone understands the financial constraints, conversations shift from frustration to shared problem-solving.
Separate Values From Financial Capacity
Many not-for-profit organizations are mission-driven and equity-focused. Staff can advocate for fair wages and financial stability while still believing in broader social change. Those values are not in conflict.
However, leadership must distinguish between what the organization values and what it can currently afford. A clear compensation philosophy helps. For example:
- Are salaries benchmarked to market data?
- Is there a formal approach to cost-of-living adjustments?
- How are raises prioritized when funding is limited?
Documenting and communicating this framework reduces ambiguity and supports fairness, even when resources are tight.
Provide Clear Timelines, Not Vague Promises
It can be tempting to soften difficult news with hopeful language. Doing so often creates greater disappointment later.
If benefit enhancements or salary increases are possible only after certain financial milestones are reached, say so clearly. For example:
- A retirement match may be feasible after a defined revenue target is achieved.
- Cost-of-living adjustments may depend on grant renewals or fundraising growth.
Concrete conditions and timelines build trust. Unclear commitments weaken it.
Create Structured, Ongoing Dialogue
Compensation discussions should not happen only when frustration surfaces. Consider regular check-ins tied to budgeting and year-end planning cycles.
Structured conversations might include:
- What feels most financially unsustainable for staff right now?
- What incremental improvements are realistic this fiscal year?
- If limited funds become available, how should they be prioritized?
These discussions allow leadership to remain transparent while reinforcing financial stewardship.
Protect Organizational Sustainability
It is natural to want to meet staff expectations. Strong leaders care about their teams. However, increases that compromise long-term sustainability place both mission and jobs at risk.
Sound financial governance requires balancing compassion with responsibility. That may mean saying no in the short term to protect the organization’s future.
The goal is not universal satisfaction. It is maintaining credibility, fairness, and fiscal stability.
How DBC Supports Not-for-Profit Leaders
Compensation planning requires alignment between mission values and financial reality. At DBC, our not-for-profit specialists work with organizations to evaluate compensation structures, assess revenue capacity, and build sustainable financial models. Clear frameworks and proactive planning make difficult conversations more productive and less reactive.
To read the original article by Sara Hudson, please visit https://nonprofitquarterly.org/what-do-you-do-when-your-nonprofit-staff-want-raises-we-cant-afford
Key Performance Indicators for Measuring Not-for-Profit Success
Measuring success in a not-for-profit organization is rarely simple. Financial results matter, but they do not tell the full story. Mission impact, program quality, community trust, and long-term sustainability all shape what success really …
Measuring success in a not-for-profit organization is rarely simple. Financial results matter, but they do not tell the full story. Mission impact, program quality, community trust, and long-term sustainability all shape what success really looks like.
Key performance indicators, or KPIs, can bring structure to that complexity. When thoughtfully selected, they help leadership and boards track progress, support informed decision-making, and strengthen accountability.
Start With a Clear Definition of Success
Before choosing KPIs, leadership must define what strong performance means for the organization. That definition should reflect mission priorities while also recognizing stakeholder expectations.
Consider questions such as:
- What outcomes define success for the communities we serve?
- How do funders measure performance?
- What does the board need to oversee effectively?
- What systems are in place to gather reliable data?
- How will data be used to guide improvement, not just reporting?
Without clarity at this stage, KPIs risk becoming disconnected from strategy.
Focus on Strategic Indicators, Not Everything You Can Measure
KPIs are not an inventory of every data point available. They are a focused set of indicators that reflect meaningful progress and organizational health.
Most organizations benefit from a mix of:
- Lead indicators, which signal future performance. Examples include donor engagement levels, program inquiries, or grant pipeline activity.
- Lagging indicators, which measure results already achieved. Examples include program completion rates, client outcomes, retention statistics, or year-over-year revenue stability.
A balanced approach provides insight into both current results and future trajectory.
Align KPIs With Your Business Model
Effective KPIs are grounded in how the organization operates. Leadership should understand both revenue drivers and cost structures before finalizing what to measure.
Important considerations include:
- Reliability and predictability of revenue streams
- Donor retention and fundraising efficiency
- Key cost drivers and expense trends
- Program-delivery metrics that influence participation and outcomes
When KPIs reflect real operational drivers, they become practical tools rather than abstract numbers.
Use Dashboards to Strengthen Oversight
Many not-for-profits organize KPIs into dashboards for leadership and board review. A well-designed dashboard makes performance conversations more focused and productive.
However, dashboards only add value when they are actively used. KPIs should be reviewed regularly, discussed openly, and adjusted as strategy evolves. Indicators that made sense during a strategic-planning cycle may need refinement as priorities shift.
Keeping KPIs visible and relevant reinforces accountability and continuous improvement.
Be Mindful of Unintended Incentives
Measurement influences behavior. Poorly designed KPIs can unintentionally reward the wrong outcomes. For example, focusing solely on program volume may overlook service quality. Emphasizing short-term fundraising targets may distract from long-term donor relationships.
Leadership should periodically assess whether KPIs are reinforcing the organization’s mission and values.
Integrate KPIs Into Strategic Governance
KPIs work best when tied directly to strategic goals and governance practices. They should support board oversight, guide management discussions, and inform year-end planning and budgeting decisions.
When integrated thoughtfully, KPIs become more than a reporting requirement. They provide clarity around priorities and strengthen long-term sustainability.
At DBC, our not-for-profit specialists partner with you to define the right performance indicators, align financial strategy with your mission, and build reporting systems that strengthen transparency and governance. If you are ready to measure what truly matters and lead with clarity, we are here to help you put the right structure in place.
To read the original article by Jeanne Bell, please visit https://nonprofitquarterly.org/what-are-key-performance-indicators-kpis-to-measure-nonprofit-success/
Tax Ramifications for Scam Victims
Navigating the tax implications of scams and theft losses can be complex, especially considering legislative changes that generally limit casualty and theft losses to those associated with a disaster. However, if you’ve fallen victim …
What Is Advisory — And Is It Right for You?
Most people think their financial professional focuses on the past: last year’s tax numbers, last quarter’s profit, last month’s expenses. That’s the compliance world. It’s essential, of course. But it’s focused on what has …
What To Do When You Get an IRS Notice (And Why You Don’t Need to Panic)
There’s nothing quite like opening the mailbox, seeing an envelope with “Internal Revenue Service” printed on it, and feeling your stomach drop. Even people who are perfectly organized — even people who’ve done everything …







