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/
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Employee Spotlight: Megan Joseph
Since joining De Boer, Baumann & Company in 2023, Megan Joseph has quickly become a trusted figure on our CAAS team. As a CAAS Manager, she brings both technical strength and a calm, steady …
Since joining De Boer, Baumann & Company in 2023, Megan Joseph has quickly become a trusted figure on our CAAS team. As a CAAS Manager, she brings both technical strength and a calm, steady approach that helps clients feel confident in where they stand financially and where they are headed next.
Megan earned her Bachelor’s degree in Accounting from Miami University, where she built the foundation for her love of numbers and problem solving. Today, she works closely with clients across a variety of industries, offering thoughtful guidance, clear communication, and reliable support. Whether she is digging into the details or helping clients see the bigger picture, Megan approaches her work with care, consistency, and a genuine commitment to the people she serves.
Family plays a central role in Megan’s life. She has been married for 36 years to her husband, whom she met while working in Chicago, and together they have two daughters, Jennifer and Carleigh. Megan is also a proud grandmother to her 15-month-old grandson, Julian. When asked about her greatest accomplishment, she points without hesitation to being a mother and grandmother, a role that brings her immense pride and joy.
Outside of work and family, Megan appreciates experiences that create lasting memories. One of her fondest memories is her trip to Thailand, where she had the opportunity to step outside of her every day routine and experience a completely different culture. That sense of curiosity and appreciation for perspective shows up in subtle ways, including how she approaches her work and the relationships she builds.
Megan’s influence can be seen throughout the firm, not just in the work she does but in the way she consistently reflects the values we uphold. Her thoughtful presence and commitment to supporting others help create a culture rooted in trust and collaboration. We’re proud to spotlight Megan and the difference she continues to make every day.
Building Your Farm’s Professional Advisory Team
Running a successful farm requires more than strong production skills. It also depends on having the right people around you to support decision making, protect the business, and help you plan for the future. …
Running a successful farm requires more than strong production skills. It also depends on having the right people around you to support decision making, protect the business, and help you plan for the future. A well-built advisory team allows you to focus on farming while trusted professionals handle the areas that demand specialized expertise.
No two farms need the exact same team, but the most effective operations intentionally surround themselves with advisors who understand agriculture and work toward shared goals.
Understanding the Roles on Your Team
Every farm relies on a mix of contributors who move the business forward and protect what has been built. Some advisors focus directly on profitability and production, while others play a critical role in managing risk and long-term stability.
Operational advisors often include lenders, agronomists, nutritionists, marketing professionals, seed and chemical representatives, veterinarians, and production employees. Their work directly affects yields, efficiency, and cash flow.
Protective advisors help safeguard the business and family. These typically include accountants, attorneys, insurance providers, succession planners, and trusted service professionals. While their impact may be less visible day to day, their role is essential to preserving assets and preventing costly mistakes.
In addition to formal advisors, many farms rely on a broader support network that includes family members, Extension specialists, mentors, neighbors, and peer producers. These relationships often provide perspective and practical insight when it matters most.
Finding the Right Fit Matters
The value of an advisory team depends on how well its members align with your operation and goals. Credentials alone are not enough. Advisors must understand agriculture and be willing to engage with your specific challenges.
Many producers discover that an advisor who served a previous generation well may not be the best fit for the next phase of growth. As operations expand, take on more risk, or change structure, their advisory needs naturally evolve. Reassessing your team is not a sign of disloyalty; it is a necessary step in managing a sophisticated, growing business.
Strong advisors communicate clearly, return calls, ask thoughtful questions, and show confidence in your vision. They should challenge assumptions when needed and support informed decision making rather than simply reacting to problems.
The Time Saving Value of a Strong Team
One of the most overlooked benefits of a well-built advisory team is time. When responsibilities are clearly delegated and supported by capable professionals, owners gain both mental space and hours in the day.
Clear systems, shared platforms, and proactive communication reduce last minute stress. Tax planning becomes less disruptive. Legal and financial issues are addressed before they become urgent. Equipment breakdowns, labor challenges, and operational risks are managed more efficiently because the right people are already in place.
This support is especially important for multi-generational operations where responsibilities are shared among family members and employees. A strong team helps prevent burnout and allows the business to function smoothly even during peak seasons.
Making Sure Advisors Are Aligned
A common challenge in farm operations is working with advisors who operate independently without coordination. Financial plans, legal documents, lending structures, and succession strategies may each make sense on their own but fail to work together.
Alignment across advisors is critical. When your accountant, attorney, and lender are not communicating, gaps and conflicts can emerge. Coordinated planning helps ensure decisions support both short-term operations and long-term goals.
Having a central point of coordination, whether that is an internal leader or a trusted advisor, helps keep everyone focused on the same objectives and reduces the risk of conflicting strategies.
Knowing When to Make a Change
If a professional relationship is not working, it is important to recognize that you are the client. Advisors are there to serve the goals of the farm. If communication is poor, understanding is lacking, or progress feels stalled, it may be time to seek a second opinion or make a change.
Moving on from an advisor does not require conflict. Often, it simply reflects a shift in needs or direction. Giving yourself permission to adjust your team helps ensure the business remains supported as it grows and changes.
Building And Maintaining Your Roster
Recommendations from trusted peers, lenders, and current advisors are often the best way to find new team members. Asking who has helped others navigate similar situations can lead to better matches than asking general questions about who is “good” at their job.
Technology has also expanded access to specialized expertise. Geographic location is no longer a barrier to working with professionals who understand agriculture and your specific challenges.
Once your team is in place, regular check-ins help keep everyone aligned. Reviewing goals, updating plans, and evaluating progress ensures advisors remain focused on supporting the direction of the farm rather than reacting to isolated issues.
How De Boer, Baumann & Company Can Help
Strong advisory teams do not form by accident. They are built intentionally around the goals and structure of the operation. De Boer, Baumann & Company works with agricultural producers to coordinate financial planning, tax strategy, succession planning, and long-term decision making. Our team helps connect the dots between advisors so farm owners can move forward with clarity and confidence.
To read the full article by Lisa Foust Prater, please visit https://www.agriculture.com/draft-your-farms-professional-dream-team-8708459.







