In today’s fragmented nonprofit data environment, donor information is spread across CRMs, digital platforms, and third‑party tools. As a result, identity resolution has become essential to effective direct response.

As fundraising data is spread across systems, each captures only a partial version of the donor relationship, and that introduces the risk of bad data. Modern fundraising works by smart segmenting, and that requires trust.

The Heller Donor Data Hub includes a proprietary identity resolution capability designed specifically for nonprofit fundraising data. Unlike generic matching tools or CRM features, this functionality is purpose-built to address the realities of nonprofit data, where records are often incomplete, identities evolve over time, and donors engage across channels.

Identity resolution is a core function that enables accurate segmentation, coordinated campaigns, and consistent use of data across mail and digital fundraising efforts. Here’s how it works.

Step 1: Ingest data from all sources

Effective identity resolution begins by bringing data together. The Donor Data Hub ingests donor data from across an organization’s full ecosystem, including CRMs, online giving systems, email platforms, event tools, spreadsheets, and other fundraising data sources. Each of these systems typically tells only part of the story, often using different identifiers, formats, and naming conventions.

Digital fundraising systems, in particular, make things more complex. Donors may give online using shared email addresses, submit forms with incomplete information, or interact anonymously before (and after) being tied to an existing record. Our tool is designed to ingest multiple sources simultaneously, not as one‑off imports, so identity decisions are informed by the complete fundraising context rather than isolated data points.

Step 2: Standardize and normalize donor information

Before records can be matched, donor data must be consistent. The engine standardizes and normalizes key fundraising fields, including names and nicknames, addresses and household information, email and phone formats, and giving history across channels. This process ensures that variations in formatting or data entry do not prevent meaningful connections between records.

For organizations running both direct mail and digital campaigns, normalization plays a critical role in aligning data generated at different speeds and through different tools. Online giving, email engagement, and event registrations often arrive with less structure than traditional mail data. The data is first normalized, then the identity resolution logic is applied.

Step 3: Apply nonprofit‑specific matching logic

Our identity resolution algorithm does not rely on a single identifier or simple exact‑match rules, it uses proprietary, nonprofit‑specific matching logic designed to balance accuracy with scale.

This logic combines deterministic signals, such as exact or near‑exact matches, with probabilistic signals that strongly suggest related records. It also incorporates context from giving behavior and historical relationships, including patterns that span direct mail and digital engagement.

This layered approach allows the platform to confidently connect records that belong together while avoiding over‑matching that could corrupt donor history, householding, or suppression logic. The goal is not just to match records, but to do so in a way that supports reliable fundraising outcomes.

Step 4: Create a unified donor and household view

Once records are resolved, the Donor Data Hub produces a single, reliable view of each donor and household, even when data originates from many systems. This unified view becomes the shared foundation for both mail and digital execution.

For fundraising teams, that foundation supports accurate householding for direct mail, correct giving totals and recency metrics across channels, consistent segmentation for coordinated campaigns, and dependable suppression and deduplication. It can work with, or function as, an organization’s primary CRM. The Donor Data Hub functions as an infrastructure layer, ensuring that every downstream system receives clean, consistent, and trustworthy data.

Step 5: Maintain accuracy over time

Identity resolution is not a one‑time cleanup exercise.
As new data flows into the Donor Data Hub—through online gifts, email engagement, event participation, acquisition lists, and ongoing fundraising activity—the same proprietary identity resolution logic is continuously applied. This ongoing process ensures that donor relationships remain consistent as data changes over time.

For organizations running frequent digital campaigns alongside regular mail drops, this continuity reduces the need for manual reconciliation and repeated list rebuilding. Identity resolution operates as an always‑on function of the data hub, helping mail and digital programs stay aligned as fundraising activity evolves.

Why this matters for direct response fundraising

When identity resolution is handled well, its impact is felt across fundraising programs. Organizations see fewer duplicate mail pieces, more accurate householding, cleaner suppression across channels, and greater consistency between mail and email audiences. Campaign teams gain confidence in their segments and spend less time resolving discrepancies in the final stages before deployment.

The result is not just operational efficiency, but stronger coordination between direct mail and digital fundraising efforts, supported by data that can be trusted across systems and partners.

Built for fundraising reality—and backed by experts

The identity resolution capability within the Donor Data Hub is purpose built for nonprofit fundraising data and supported by Heller Consulting’s expert team. That combination matters because successful identity resolution requires both sophisticated logic and a deep understanding of how donor data is actually used in real campaigns.

Rather than relying on algorithms alone, organizations benefit from a system designed with direct response and digital fundraising in mind, supported by practitioners who understand the stakes of data quality at campaign launch. The result is donor data that can be trusted when it matters most—whether preparing a mail file, deploying an email campaign, or coordinating activity across channels.

>> Learn more about the Donor Data Hub and get a demo.

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Toys for Tots

Donor Data Hub client

Toys for Tots is a national nonprofit organization best known for its annual toy drive, which distributes toys to children and families in need during the holiday season. The program is supported by a large network of local chapters and volunteers operating across communities nationwide.

To sustain this work year after year, the organization relies on broad donor support and long‑running fundraising efforts that must be managed consistently and accurately across a complex, distributed operation.

The post Toys for Tots Donor Data Hub Case Study appeared first on Heller Consulting.

Sustainable Cities Fund

Agentforce for Nonprofits Implementation

The Sustainable Cities Fund is a national philanthropic organization focused on advancing equitable, climate‑forward solutions in cities across the United States. Through re‑granting and strategic investments, SCF supports local partners working at the intersection of sustainability, infrastructure, and community impact. To do this effectively, the Fund must manage complex grantmaking programs, multifaceted constituent relationships, and outcomes data across cities and initiatives.

As the Fund’s programs expanded, its technology needed to do more than store data—it needed to support how grantmaking actually works.

The post Sustainable Cities Fund Agentforce Nonprofit Implementation appeared first on Heller Consulting.

Build a data-ready culture in 2026

AI is not optional for nonprofits but it only works if your data is trustworthy, governed, and usable. This guide shows how to strengthen your data foundation so AI supports your mission instead of introducing risk.

Grounded in Heller Consulting’s work with mission‑driven organizations, this practical resource walks through what data readiness really means in 2026—and how to get there without overengineering or burning out your team.

Why data readiness matters now

The fundamentals of good data management haven’t changed. The stakes have.
Poor data wastes staff time, erodes trust, and undermines reporting. In an AI‑powered environment, it also creates real risk—from unreliable predictions to privacy and governance failures. Strong data practices do more than improve accuracy and compliance—they enable responsible, effective use of AI.
This guide helps nonprofits move from ad hoc data management to a durable, organization‑wide data culture.

Who this guide is for

This resource is designed for nonprofit leaders and teams who are responsible for:

• Fundraising, advancement, or development operations
• Programs and service delivery
• Data, analytics, or CRM administration
• Technology strategy or digital transformation
• Exploring or piloting AI tools responsibly

If your organization is feeling pressure to “do something with AI” but knows your data isn’t quite ready, this guide is for you.

A practical approach with no hype, no shortcuts

Data readiness isn’t about buying more tools. It’s about clarity, consistency, and shared responsibility.

You’ll learn how to focus on high‑value data, build sustainable governance habits, and introduce AI deliberately—with guardrails, human oversight, and mission alignment at the center. The goal isn’t experimentation for its own sake—it’s trust, efficiency, and better decision‑making.

Inside this Guide​

• Create clear ownership and accountability for data

• Identify and prioritize the data that actually matters
  Improve data quality without chasing perfection

• Break down silos where shared data drives better outcomes

• Establish realistic data retention and deletion policies

• Prepare your people and systems for responsible AI use

• Each section includes real‑world examples and concrete steps you can take this quarter, rather than abstract theory.

The post Data & AI Strategy for Nonprofits appeared first on Heller Consulting.

This article outlines what is meant by product and platform in a general, non‑marketing sense, and why the difference matters from an operational and architectural standpoint.

What we mean by a product

A product is a point solution designed to address a specific operational need. Examples include tools for email marketing, online donations, event registration, or reporting. Each product typically has a defined scope and a clear set of features aligned to a particular use case.

Raiser’s Edge is a product because it is a purpose‑built fundraising application with defined features, workflows, and data structures controlled by the vendor. While it can be extended through APIs and connectors, those extensions are designed to enhance the core application rather than serve as a foundation for building many different systems. In other words, it solves a specific set of fundraising and constituent‑management needs, but it does not function as a general‑purpose technology layer.

Products tend to be opinionated. The vendor determines how functionality works, how data is structured, and how enhancements are prioritized. This is often an advantage: when a product is well chosen, users can be confident that it will do the job it was designed to do with relatively little configuration.

Because products are self‑contained, they are usually easier to deploy and maintain. Ongoing support, upgrades, and security are largely handled by the vendor, which reduces the burden on internal teams. Training materials and documentation are typically focused on helping users work within established workflows rather than designing new ones.

The tradeoff is flexibility. When an organization’s needs extend beyond what the product was built to support, options are limited. New requirements may require additional products, custom integrations, or waiting for changes to appear on the vendor’s roadmap. Over time, a collection of well‑chosen products can still result in a complex ecosystem with many integration points and data handoffs.

What we mean by a platform

A platform is a foundational technology layer on top of which many solutions can be built, configured, or connected. Platforms provide core services—such as data models, identity management, workflow engines, and APIs—that enable organizations to assemble systems tailored to their specific needs.

Salesforce is a great example of a platform, because it provides a foundation rather than a single function. It includes a data model, security, workflow tools, APIs, and extension points that allow many different solutions to be built or connected on top of it. Donation tracking, email automation, reporting, and integrations can all exist within—or be tightly connected to—the same underlying system, shaped by configuration and custom logic rather than fixed features.

Rather than solving a single problem, a platform creates an environment where problems can be solved in multiple ways. New capabilities are often added by extending the data model, configuring automations, or integrating additional components rather than introducing an entirely separate tool.

Platforms are typically more expensive and more complex to implement than individual products. They require architectural decisions, governance, and ongoing administration. As a result, they demand greater technical skill—either within the organization or through external support.

The benefit is control. Platforms allow functionality to be driven more directly by organizational requirements than by a vendor’s release cycle. Changes can often be made incrementally, and systems can evolve over time without needing to be replaced wholesale. For organizations with diverse or changing needs, this adaptability can outweigh the added complexity.

The in-betweeners

Managed packages on a platform

Some tools sit between products and platforms by being products built on top of a platform. Kindsight Ascend is a managed package on Salesforce: it delivers a defined fundraising application with pre‑built data models and workflows, while relying on Salesforce for core services like security, automation, and APIs. Ascend is not a platform itself, but it inherits the flexibility of one—allowing organizations to extend or integrate beyond the packaged functionality when needed.

Platform‑leaning products

Blackbaud CRM also occupies this middle ground. It offers far more configurability and extensibility than point solutions like Raiser’s Edge, including APIs and developer tooling, which makes it suitable for complex environments. At the same time, it remains a vendor‑controlled system, with core architecture and roadmap defined by Blackbaud. As a result, it behaves less like a general‑purpose platform and more like a highly extensible product.

Control, responsibility, and ownership

One of the clearest distinctions between products and platforms is where control resides.

With products, control largely sits with the vendor. The vendor defines how the product works, how data is handled internally, and when enhancements are delivered. The organization’s responsibility is to use the product as intended and to adapt its processes accordingly.

With platforms, control shifts toward the organization. Decisions about data structures, integrations, automations, and user experience are more directly influenced by internal priorities. This also means greater responsibility: platforms require active stewardship to remain coherent, secure, and usable over time.

This difference in ownership has practical implications. Product‑based approaches tend to minimize internal overhead but constrain customization. Platform‑based approaches maximize flexibility but require sustained investment in skills, governance, and support.

Implications for system architecture

Choosing products versus platforms is not simply a software preference—it is an architectural decision.

Product‑centric architectures often consist of multiple specialized tools connected through integrations. Each system is optimized for its purpose, but the overall ecosystem can become brittle if integrations are poorly designed or insufficiently monitored.

Platform‑centric architectures emphasize a shared data layer and common services. Integrations still exist, but they are often fewer, more standardized, and more tightly governed. This can improve data consistency and reduce duplication, but it also increases the importance of design decisions made early in the platform’s lifecycle.

In practice, most real‑world environments blend both approaches. Platforms frequently rely on products for specialized capabilities, and products increasingly expose APIs that allow them to function as components within a broader platform strategy. The distinction is less about exclusivity and more about which approach serves as the architectural anchor.

Operational considerations

The product‑versus‑platform decision also shapes how teams work day to day.

Product‑oriented environments typically emphasize user adoption and vendor support. Training focuses on how to use features effectively, and system changes are often event‑driven—new versions, new modules, or new add‑ons.

Platform‑oriented environments emphasize system literacy. Teams need to understand how data flows, how automations are triggered, and how changes in one area affect others. Documentation, change management, and internal enablement become ongoing operational activities rather than one‑time efforts.

Staffing models often differ as well. Platforms tend to benefit from dedicated system administration or technical roles, while product‑based environments may rely more heavily on vendor support and lighter internal ownership.

Cost over time

Initial cost comparisons between products and platforms can be misleading. Products are often cheaper to deploy, while platforms require more upfront investment in configuration and design.

Over time, however, cost trajectories may diverge. Product ecosystems can become more expensive as additional tools are added and integration complexity grows. Platform environments may stabilize once core capabilities are established, particularly if new requirements can be met through configuration rather than procurement.

Neither model is inherently more cost‑effective. The relevant question is how costs align with an organization’s capacity to manage complexity and change.

A framework, not a rule

The distinction between products and platforms is best understood as a lens, not a prescription. It helps clarify tradeoffs related to flexibility, control, responsibility, and long‑term evolution, but it does not dictate a single “right” answer.

Some organizations benefit from the focus and simplicity of well‑chosen products. Others benefit from the adaptability and coherence of a platform‑centered approach. Many find value in combining both—using platforms for core systems of record and products for specialized functions.

What matters most is being explicit about the choice. When teams understand whether they are adopting a product or committing to a platform, expectations around cost, effort, ownership, and outcomes become clearer—and system decisions become easier to evaluate over time.

Distinguishing between platforms and products isn’t about labeling tools as good or bad. It’s about being clear‑eyed about what each type of system is designed to do, where control sits, and how much flexibility an organization is actually buying. When teams blur these distinctions, they often end up with mismatched expectations—assuming a product will behave like a platform, or underestimating the governance and skills required to successfully operate one. Being explicit about these categories helps organizations make decisions that align with their capacity, priorities, and long‑term direction, rather than chasing features or vendor narratives.

Our role at Heller is to help organizations navigate this landscape pragmatically. That means starting with how the organization works today, where it needs to evolve, and what level of ownership it is prepared to take on—then mapping those realities to the right mix of products, managed packages, and platforms. In some cases, that leads to extending an existing product. In others, it means investing in a platform and designing the systems that sit on top of it. The goal is not to push a particular tool, but to help organizations choose technology structures that will hold up over time as their needs, teams, and ambitions change. Get in touch if you need help navigating your CRM options.

The post Product vs platform: How we think about CRMs appeared first on Heller Consulting.

Here are some core best practices that shape how Heller Consulting approaches every CRM selection engagement.

We start with the work, not the software

Most organizations don’t wake up wanting a new CRM. They arrive at that conclusion after months—or years—of friction: frustrated staff, data that can’t be trusted, systems that don’t talk to one another, and manual workarounds that quietly drain capacity. Rather than jumping straight to vendors, we begin by understanding what isn’t working and why.

That discovery is intentionally broad. We look at user experience, data visibility, integration gaps, governance challenges, and confidence in the current system’s future. Just as importantly, we listen for where work is happening outside the CRM—in spreadsheets, side systems, and inboxes—because that’s often where the real pain lives.

By grounding the conversation in day-to-day realities, we help organizations articulate the true problem they’re trying to solve. Only then does it make sense to evaluate technology.

We anchor decisions to mission and strategy

A CRM selection can easily become a long list of requirements and feature comparisons. Our job is to keep teams oriented toward what matters most. We do that by explicitly tying technology decisions back to organizational goals.

In practice, this means translating mission-level priorities into decision drivers that can guide evaluation. Whether an organization is focused on deepening relationships, expanding reach, improving stewardship, or operating more cohesively across departments, those priorities become a filter for every choice that follows.

This approach does two things at once. It prevents teams from getting distracted by nice-to-have functionality, and it creates a clear line of sight between the CRM investment and organizational outcomes—something leadership and boards need in order to confidently support the work.

We define ‘good’ before looking at options

One of the most effective tools we use during selection is a structured decision-driver exercise. Rather than debating dozens of individual requirements in isolation, we help teams align on a small set of guiding principles that reflect what success truly depends on.

These drivers often include elements like a constituent-centered experience, organization-wide alignment, extensibility for future needs, and strong data integrity. They’re not abstract ideals; they’re practical lenses that help teams evaluate tradeoffs when no solution does everything equally well.

By revisiting these drivers throughout the process, organizations stay grounded in what they agreed mattered most—especially when vendor demos and pricing conversations start to blur the picture.

We bring clarity to a crowded CRM marketplace

The nonprofit CRM landscape is expansive and, at times, overwhelming. To make it more navigable, we frame options in terms of platforms and products.

Platforms—such as Salesforce or Microsoft Dynamics—offer flexibility, scalability, and deep customization, but they also require ownership: internal capacity, governance, and long-term investment.

Products tend to be more opinionated, with defined feature sets and vendor-managed updates, often serving specific functional areas particularly well.

Neither approach is inherently better. What matters is fit. By helping teams understand the implications of each model, we enable more informed conversations about cost, staffing, risk, and sustainability—well before a decision is made.

We look at total cost of ownership, not just licenses

CRM budgets are often underestimated because licensing is only part of the story. A responsible selection process accounts for implementation, data cleanup and migration, integrations, training, change management, ongoing support, storage, and future enhancements.

We encourage organizations to think in terms of total cost of ownership over multiple years. This longer view makes it easier to compare options honestly and to plan for the resources required to make the CRM successful—not just live.

It also opens the door to more strategic conversations about what data is truly actionable, what should be archived elsewhere, and how to avoid paying a premium for complexity that doesn’t advance the mission.

We plan for adoption from day one

A CRM only delivers value if people use it—and trust it. That’s why adoption and change management are not afterthoughts in our selection work. We talk early about how success will be measured, from short-term indicators like login activity and task completion to longer-term signals like data quality, reporting confidence, and operational efficiency.

We also help organizations anticipate the human side of change: new roles, new skills, and new ways of working. Clear expectations, strong executive sponsorship, and ongoing communication all play a role in turning a CRM from a system into shared infrastructure.

We guide the process, not the outcome

Perhaps the most important principle underlying our approach is this: CRM selection is not about finding the “best” tool. It’s about making a decision an organization can stand behind—because it reflects their work, their people, and their priorities.

By combining structured analysis with deep respect for how nonprofits operate, we help teams move forward with confidence. The result isn’t just a technology choice. It’s a foundation that supports better decisions, stronger relationships, and more resilient work over time.

If you’re beginning—or rethinking—your own CRM journey, the right first step isn’t a demo. It’s a conversation about what your organization needs to do next, and what kind of system will truly support that work. Get in touch with our team for a consultation.

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Agentforce Nonprofit: a naming change with operational implications

Nonprofit Cloud (NPC) is now Agentforce Nonprofit. While you may still see the former name in parts of the product and documentation, the rebrand reflects Salesforce’s emphasis on agent-driven workflows and AI-assisted operations across the platform. For nonprofit leaders, the takeaway is continuity—not disruption—paired with incremental gains in productivity through embedded agents and standardized platform features.

Fundraising: faster processing and more donor self-service

The latest batch of updates introduce meaningful improvements to gift processing and donor experience. A new Donor Support Agent (currently in beta) allows donors to manage common requests—such as updating recurring gifts—through an Experience Cloud site, reducing routine staff workload while meeting donor expectations for self-service.

On the operations side, gift entry becomes more flexible and scalable. Teams can customize the Gift Entry Grid using templates and Lightning Web Components, add up to 50 designations to a single gift, backdate transactions for commitments, and accurately record in-kind donations using $0 gift transactions. Together, these updates streamline processing, improve data accuracy, and give relationship officers clearer, gift-specific views through dynamic Flexcards in gift planning.

Program and case management: lower barriers with faster delivery

Program teams gain tools that reduce intake friction and speed service delivery. Prospective participants can now browse programs as guest users on Experience Cloud sites, removing login barriers and increasing early engagement. Once they apply, staff can manage intake for one or multiple programs in a single flow, with real-time eligibility checks helping prevent manual rework and enrollment errors.

Mobile attendance tracking enables faster, in-the-moment service capture, while updated data kits support Data 360 readiness—an important step for organizations working toward integrated reporting and outcomes measurement.

Grantmaking: future-forward applications and better completion rates

The Grantmaking updates focus on stability and applicant experience. The new Application Form object is positioned as the path forward, ensuring access to future platform enhancements. Mobile-friendly form components improve usability across devices, and required file attachments help prevent incomplete submissions—reducing follow-up work for staff and delays for applicants.

Volunteer management: smarter matching with less setup

Volunteer coordination benefits from agent-driven assistance and improved data models. A generative AI agent can now help match volunteers to open shifts based on skills, location, and availability, accelerating outreach during critical staffing gaps.

Behind the scenes, new data model objects (DMOs) for Volunteer Management Intelligence simplify integration with Data 360, reducing manual mapping and setup complexity for analytics and reporting.

Expanded object capabilities: consistency across teams

Many core Agentforce Nonprofit objects now support standard Salesforce features such as path, kanban, and calendar views. This brings greater consistency across fundraising, program management, and volunteer workflows—making it easier for teams to adopt best practices without custom workarounds.

What nonprofit leaders should take away

The Spring 2026 release is less about flashy features and more about operational maturity. Salesforce is investing in:

• Reducing administrative overhead through self-service and agents
• Improving data quality at the point of entry
• Making complex workflows easier to scale across teams

For technology and development operations leaders, this is a strong release to evaluate process alignment. Many of the gains come from configuration and adoption—not large-scale reimplementation—making this update particularly relevant for organizations focused on efficiency, governance, and staff sustainability.

The post New Salesforce update pushes automation, ops efficiency appeared first on Heller Consulting.

Unlocking smarter service with AI

ASHRAE AI Roadmap

The American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) is a global professional association committed to advancing the arts and sciences of heating, ventilation, air conditioning, refrigeration, and related systems. ASHRAE develops widely recognized technical standards and guidelines and provides education and certification programs for engineers and industry professionals. Its mission is to serve humanity by promoting sustainable technology and improving indoor environmental quality and energy efficiency.

ASHRAE technology leaders asked Heller to help them clarify where AI could responsibly add value—without risking member trust or intellectual property tied to their Standards. Through a structured AI preparedness assessment and collaborative workshops, we co-created an actionable roadmap to move from exploration to measured incorporation of AI.

The post ASHRAE AI Roadmap appeared first on Heller Consulting.

Salesforce approaches moves management as a lifecycle problem rather than a prescriptive workflow, giving nonprofits the flexibility to define how donor relationships progress while providing standard tools to track, plan, and measure those interactions.

How Salesforce defines moves management

Salesforce describes moves management as the process of tracking and advancing donors through stages of engagement, from prospect identification through long‑term stewardship. Conceptually, Salesforce aligns this with a sales funnel: constituents move through defined stages, and every interaction is recorded as part of that journey.

Importantly for IT leaders, Salesforce does not hard‑code a single set of donor stages. Instead, organizations define their own lifecycle stages based on their fundraising strategy and configure Salesforce to reflect those stages using standard objects and fields.

This design choice makes Salesforce adaptable across different fundraising models, including major gifts, annual giving, grants, and hybrid portfolios.

Representing donor “moves” in Salesforce

In Salesforce’s nonprofit solutions, moves management is implemented through a combination of standard CRM components rather than a single feature.

Salesforce uses Opportunities to represent solicitations and expected revenue, Activities (tasks, emails, events, calls) to represent individual moves, and Campaigns to group coordinated outreach efforts. Together, these components create a chronological record of how a donor relationship is progressing.

For organizations using the Nonprofit Success Pack (NPSP), Salesforce also provides Engagement Plans. Engagement Plans allow teams to define a repeatable sequence of tasks tied to a donor or opportunity, so that key follow‑ups and touchpoints are automatically created when a plan is launched.

From an IT perspective, this reduces reliance on external task tools and helps keep institutional knowledge inside the CRM.

Visualizing and managing the solicitation process

Salesforce emphasizes visibility as a core requirement for effective moves management.

Within NPSP, Salesforce uses Opportunity stages to track where a donor or prospect is in the solicitation process. These stages can be visualized using Path and Kanban views, which provide a clear, at‑a‑glance understanding of progress across multiple donors or opportunities.

Path is configurable by record type, meaning organizations can present different guidance and required fields depending on whether the opportunity represents a major gift, a grant, or another fundraising stream. This flexibility allows IT teams to enforce data quality without imposing a one‑size‑fits‑all workflow.

Segmentation and prioritization inside Salesforce

Salesforce positions segmentation as foundational to moves management. Rather than treating all donors the same, organizations are encouraged to identify and group prospects based on engagement, giving history, and potential capacity.

In NPSP, this is supported through rollup fields such as total giving, largest gift, and first gift date, which can be used to build list views, reports, and dashboards for fundraiser portfolios. Salesforce’s guidance emphasizes defining these groupings intentionally before configuring the system, rather than retrofitting logic later.

For IT leaders, this reinforces the importance of clean data models and shared definitions before automation is introduced.

Reporting and accountability

Salesforce frames reporting as an essential part of moves management, not an afterthought.

Because activities, opportunities, and campaigns are all tracked within the same platform, Salesforce enables organizations to report on donor engagement patterns, stage progression, and fundraising outcomes in a single system. This allows leaders to evaluate not just revenue, but whether moves are happening consistently and where donors may be stalling.

For IT teams, this underscores the need to standardize how moves are logged and to ensure required fields and activity tracking are enforced appropriately.

What IT leaders should focus on

Salesforce’s own guidance consistently points to alignment as the critical success factor. Moves management works best when lifecycle stages, opportunity types, and engagement plans are designed in partnership with fundraising teams and reflect real‑world practices.

IT leaders should also prioritize governance. Salesforce provides flexibility, but without clear standards for stage definitions, activity logging, and required data, moves management becomes inconsistent and harder to measure over time.

Salesforce emphasizes training. Many of the platform’s moves‑management capabilities—such as Path, Engagement Plans, and segmentation—require users to understand not just how to click, but why the system is structured the way it is.

Salesforce does not treat moves management as a standalone module. Instead, it provides a set of configurable tools designed to reflect how donor relationships evolve over time.

For IT leaders, the opportunity lies in using that flexibility to create a system that is structured enough to support accountability, yet adaptable enough to match fundraising reality. When implemented thoughtfully, Salesforce becomes more than a database—it becomes the operational backbone of relationship‑driven fundraising.

The post Moves management in Salesforce appeared first on Heller Consulting.

Untangling the Chaos of CRM Selection Projects

Choosing a new CRM can feel overwhelming—especially when messy data, manual workarounds, limited reporting, and unclear vendor roadmaps are slowing your team down. In this on-demand video, advancement and fundraising leaders get a practical, experience-driven framework for deciding when it’s time to change CRMs—and how to choose the right one.

Moderated by Carolyn Chang, VP for Advancement at Kindsight, this session features Natalie Harvey and Mike Kirkpatrick from Heller Consulting, who bring decades of nonprofit and higher education experience helping organizations evaluate, select, and implement fundraising CRMs that actually support mission-critical work.

What you’ll learn:

• How to recognize the warning signs that your current CRM is holding you back
• The key criteria advancement leaders should use to evaluate CRM platforms
• How to build a strong, leadership-ready business case for CRM change
• Common pitfalls in CRM selection and implementation—and how to avoid them
• How to measure CRM success, adoption, and long-term ROI
• How to balance AI innovation with privacy, ethics, and governance
• Practical change management strategies to drive adoption and reduce team friction

 

This video is ideal for advancement leaders, fundraising operations professionals, and technology decision-makers in higher education and nonprofits who want clarity, confidence, and a repeatable approach to CRM selection.

Presented in partnership with CASE, Heller Consulting, and Kindsight.

The post Streamlined CRM selection for nonprofits appeared first on Heller Consulting.

Q1 conferences we’re excited about

These events set the tone for the year, bringing together the brightest minds in nonprofit technology and advancement.

Here’s where you can find Heller Consulting in the coming months:

What we’re excited to share

We are excited to be contributing to conversations that matter for nonprofit, education, and healthcare organizations. Here’s what we’ll be talking about:

AI and automation for nonprofits

Artificial intelligence is no longer a future concept—it’s here, and it’s transforming how organizations engage with constituents, manage data, and streamline operations. We’ll share insights on practical AI applications, from predictive analytics for fundraising to automated workflows that free up staff time for mission-critical work. We are working with clients across our sectors to explore how AI can enhance donor engagement and improve decision-making, and we’re excited to bring those learnings to the community.

Data governance and analytics strategies

Data is one of the most powerful assets nonprofits have, but only if it’s managed well. At these events, we’ll discuss strategies for building strong data governance frameworks that ensure accuracy, security, and compliance. We’ll also dive into analytics—how to turn raw data into actionable insights that drive impact. We help organizations create data strategies that align with their mission, so we’ll be sharing real-world examples of success.

CRM optimization for mission-driven organizations

Your CRM should be more than a database—it should be a tool that empowers your team and strengthens relationships. We’ll talk about optimizing platforms like Salesforce and Microsoft to support fundraising, program delivery, and constituent engagement. From implementation best practices to ongoing managed services, we’ll share how Heller helps organizations get the most out of their technology investments.

These conferences are where nonprofit technology leaders discover actionable strategies, connect with peers, and explore solutions that drive mission impact.

We’re proud to be part of these conversations and to help shape the future of nonprofit technology. If you’re attending, let’s connect—we’d love to hear about your challenges and share ideas for solutions.

The post Top nonprofit tech conferences in Q1 2026 appeared first on Heller Consulting.

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Is Salesforce for nonprofits free?

Salesforce works on a “freemium” model, meaning basic functionality is available at no cost without a specified time limit. It offers discounted seats to eligible nonprofits and educational organizations through its Power of Us program. However, they will only get you so far and are designed to allow your organization to start collecting data, building workflows, and trying out the Salesforce ecosystem.

As you grow, a ballpark is $720 per user/year for the standard Agentforce Nonprofit / Nonprofit Cloud (or ~$495/user/year if using the older Sales Cloud + NPSP route). Choosing the Unlimited tier (~$1,000–$1,200/user/year) increases costs but brings hefty benefits like included support and more capacity. Additional needs like more advanced AI, or modules like grantmaking will add to the cost, and support plans can also add ~30% if not bundled.

Nonprofit Cloud is a paid, all-in-one solution with higher license cost but less assembly of pieces, whereas NPSP is a free accelerator on cheaper licenses, but you may spend more effort (and potentially cost on add-ons) to match what Nonprofit Cloud delivers. Nonprofit Cloud gives you more for your money in terms of built-in capabilities (from automation to AI to integrated program management), while NPSP offers a lower entry price and flexibility with the trade-off of more DIY integration.The total cost to use Salesforce varies depending on your nonprofit’s unique needs, the number of licenses you require, whether you need additional support from an expert consultant, and more. To navigate your options, Heller recommends getting expert help.

Agentforce Nonprofit / Salesforce Nonprofit Cloud  vs NPSP

Shared features of NPSP and the nonprofit cloud:

• Built on Salesforce. Both systems require a Salesforce license and operate on Salesforce’s core platform.
• Customizable to nonprofit workflows. Both solutions offer customizable workflows for nonprofit needs.
• Offers access to the Salesforce ecosystem. Salesforce has a wide variety of add-ons, integrations, and partners that nonprofits can use to make their instances useful for their distinct circumstances. 

Unique Features of NPSP:

• Managed package built on Salesforce. NPSP is a pre-built set of custom tools that nonprofits can implement into their existing Salesforce instances. It has custom objects for nonprofit activities, like managing donations or volunteers.
• Requires additional installation. As an add-on set of tools, NPSP doesn’t come preloaded into your Salesforce instance and requires custom installation.
• Free and open source. Though you’ll need to have an existing Salesforce license, NPSP itself is free for an unlimited number of users (Agentforce Nonprofit can only get up to 10 free seats—more on that later). Plus, with an open-source design, you can customize and extend the features to accommodate your organization’s needs.
• Geared towards nonprofits with straightforward needs. NPSP provides nonprofits with a set of customizable tools that fit their needs, but lacks connections to the greater Salesforce Cloud ecosystem. This means it’s a serviceable option for nonprofits with less complex needs.

Unique Features of Agentforce Nonprofit / Nonprofit Cloud:

• Salesforce Cloud product with advanced features. Unlike NPSP, Nonprofit Cloud is more than an add-on managed package—it’s part of the Salesforce system and connects nonprofits to the rest of the Salesforce ecosystem.
• Specific features and use cases for nonprofits. Nonprofit Cloud has modules built for facets of nonprofit management, such as Fundraising, Program Management, and Outcome Management (more on these later).
• Includes industry-specific data models. Nonprofits have unique data management needs, and Nonprofit Cloud accommodates them with custom data models.
• Geared towards nonprofits with complex needs. Since Nonprofit Cloud is a more comprehensive and customizable solution, it’s usually best for nonprofits with a larger tech budget and more complicated needs. 

Benefits of using Salesforce for nonprofit needs

Regardless of whether your nonprofit uses Agentforce Nonprofit or NPSP, you can access these features and benefits: 

• Centralized donor and constituent profiles make organizing supporter information a breeze.
• Marketing and fundraising segmentation streamlines stakeholder communications.
• Purpose-built campaign management tools help your nonprofit visualize project progress.
• Integration with other systems (both Salesforce-native and external) facilitates finance, email, P2P fundraising, and events management.
• Support for long-term digital advancement means your Salesforce instance can grow with your nonprofit, both as you size up or gain greater capacity for new tech implementations.

Nonprofit Cloud / Agentforce Nonprofit Core Features

Nonprofit Cloud is a highly configurable solution, but it comes preloaded with a few features that are broadly applicable to nonprofit needs. Their AI-powered core modules are:

• Fundraising, which allows users to:
  • Manage giving cycles
  • Track fundraising marketing success
  • Process gifts efficiently with Gift Entry, a tool that allows users to easily input single donations or batches of gifts
• Program Management, which allows users to:

• • Centralize program and service information
  • Track program enrollment and attendance
  • Understand and improve participant experience
• Outcome Management, which allows users to:
  • Define your desired case and program outcomes
  • Create success indicators to measure progress and outputs
  • Use data-driven assessments to analyze outcomes

These are just the core features your nonprofit can access from Nonprofit Cloud. You can also purchase add-ons like Marketing Cloud, Data Cloud, Nonprofit IT Operations, Grantmaking, and more.

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Choosing the right Salesforce solution for your nonprofit

There is no one-size-fits-all answer to this question, but these logistical long-term differences between NPSP and the Nonprofit Cloud can help you make an informed decision:

• Nonprofit organizations can still get, or can continue using, NPSP. NPSP is no longer receiving major innovation, but it’s still receiving regular security updates. Salesforce is still supporting it, and it does not have a sunset date at this time. NPSP still serves thousands of nonprofit customers.
• Salesforce is focusing on innovating Nonprofit Cloud / Agentforce Nonprofit. Salesforce continues to roll out new and exciting features in the Nonprofit Cloud, including artificial intelligence capabilities. It’s an option worth considering if your organization is new to Salesforce or wants to take advantage of a dynamic offering and the advanced features that are available in the core Salesforce platform.
• Functionality and costs aren’t the same. While Nonprofit Cloud offers enhanced features and innovation, it does not yet offer some functionality that’s available in NPSP. For example, NPSP works with Volunteers for Salesforce to provide dedicated volunteer management functionality, while Nonprofit Cloud does not yet offer volunteer management functionality. There are also many third-party applications that have developed integrations around the NPSP data model, but have not yet developed integrations for Nonprofit Cloud.

Generally speaking, the team at Heller Consulting recommends the more comprehensive solution of Agentforce Nonprofit. It’s a more scalable and reliable tool for complex nonprofit workflows and more easily fits within the Salesforce ecosystem. Salesforce’s commitment to Nonprofit Cloud / Agentforce Nonprofit means it is a more future-forward option.

Ultimately, the right choice depends on your organization’s goals, budget, and technical readiness. By weighing your immediate needs against long-term growth plans, you can choose the Salesforce solution that best supports your mission. We work with clients through a robust discovery process to ascertain which product is best for them, now and into the future.

Common challenges of using Salesforce for nonprofits

Though Salesforce can be a game-changer for many nonprofits, it’s not without its hurdles. However, these potential roadblocks can be surmounted with savvy preparation, efficient resource allocation, and external assistance. 

Here are some common challenges of using Salesforce: 

• Cost: Like any tech investment, Salesforce comes with a price tag ($60/user/month for the enterprise tier, $100/user/month for the unlimited tier in mid-2025), with add-ons like Data Cloud costing extra. However, you can mitigate the financial impact by applying to the Power of Us Program, which provides 10 free Salesforce licenses to eligible nonprofits and educational organizations.
• Learning curve: Understanding Salesforce’s ecosystem and customizing your platform requires time and training resources. Your nonprofit can surmount implementation challenges by working with a certified Salesforce nonprofit partner, like Team Heller. 
• Ongoing maintenance: Your Salesforce instance will require regular maintenance to keep it running at peak performance, such as updating records, managing users, and adjusting workflows. Larger organizations might designate an in-house team member to manage all things Salesforce, whereas organizations with less capacity might outsource management.

How to get started with Salesforce for nonprofit needs

1. Define your goals and success metrics. Understand what you hope to achieve using Salesforce so you can make a comprehensive and tailored implementation plan.
2. Conduct an audit to determine the best solution for your nonprofit. Involve decision makers across different departments (like marketing, IT, fundraising, and finance) to inform your decisions about the scale of your project.
3. Review your available options and choose the top contender. Read external, unbiased reviews of various Salesforce products and speak to sales representatives to get an idea of which solution makes the most sense to pursue.
4. Apply for the Power of Us program. Access free staff seats through the Power of Us program. You’ll need to fill out an application and provide information to prove your nonprofit’s eligibility, like your Tax ID number.
5. Start the implementation process. Set your team up for success by using official Salesforce training resources (like Trailhead) and start migrating your data. 

An official Salesforce partner can expedite this process and reduce the administrative burden of planning your implementation. Search for official partners on the Salesforce AppExchange, or learn more about how Team Heller can help your nonprofit.

Additional Resources

If you’re in need of outsourced Salesforce support, you can trust the experts at Team Heller to help. Even if you decide to use a different set of solutions, like Blackbaud or Microsoft, Team Heller can still help strengthen your CRM setup with custom design, data modeling, and long-term strategic recommendations. 

Want to learn more about Salesforce for nonprofit, education, and healthcare organizations? Check out our resources:

• How to Scope Your Salesforce Nonprofit Cloud Pilot. Salesforce is constantly changing, and you need to be aware of the updates to streamline implementation. Understand how to scale and scope your Nonprofit Cloud pilot in this guide.
• 3 Ways Higher Education Institutions are Innovating with Salesforce. Educational institutions use Salesforce to engage students and alumni, fundraise, and improve efficiency. Learn how to get ahead of the curve in this guide.
• An Overview of Salesforce Data Cloud for Nonprofits. Want to learn more about Salesforce’s data-focused solution? Enter our guide to Salesforce Data Cloud for nonprofits.

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