Fundraising Intelligence Report

Organization: Helping Hands Food Bank
Fiscal Year: FY2026 (July 1, 2025 – June 30, 2026)
Analysis Date: 2026-04-28
Report Date: April 2026

1. Executive Summary

Overall Assessment: Needs Attention

Revenue is down 23.4% year-over-year (same window), driven by major donor attrition and the absence of anchor institutional donors from FY2025. Pipeline coverage against the remaining goal is strong (4.36x total, 2.47x weighted), providing a credible path to close FY2026 on plan — but only if $1.17M in Solicitation-stage pipeline converts by June 30. Board participation at 67% is below the 100% threshold required for foundation grant eligibility, and first-time donor retention at 22.3% remains below the 30% benchmark, threatening the long-term donor base. No single metric is in catastrophic territory, but the combination of revenue decline, donor count erosion (-13.7%), and four board non-participants creates compounding risk heading into FY2027.

Comparison: 2025-07-01 – 2026-04-15 vs 2024-07-01 – 2025-04-15

Key Metrics

2. Trajectory — Where Will We Land?

Goal: $2,500,000

Linear note: $1,815,410 / 9.5 months elapsed × 12 months = ~$2.29M. Adjusted to $2.20M reflecting Q3 structural weakness.

Weighted note: Revenue to date ($1,815,410) + weighted pipeline closing by Jun 30 ($1,422,158 per spec 04). Assumes pipeline probability estimates are accurate and Q4 closes on schedule. This is optimistic given Cultivation-stage concentration.

3. Donor Retention by Segment

Same-window comparison only; full-year retention will be materially higher as donors complete their giving cycle.

4. Revenue Analysis

Quarterly Distribution (CFY)

Revenue Concentration

• Top donor (CFY): Barr Foundation — $75,000 (4.13% of CFY total)
• Top 10 donors (CFY total): $551,010 (30.35% of revenue)
• Assessment: healthy

Institutional vs. Individual Revenue (CFY)

Institutional revenue is down $358K year-over-year, the larger driver of the overall revenue decline. The mix has shifted slightly toward individuals (46% vs. 43.5% prior year), but absolute dollars are off in both categories.

5. Donor Movement

Net Movement

• Account change: -157
• Revenue change: $-616,720
• Acquisition rate: 0.077
• Attrition rate: 0.994

Lapsed Accounts — $736,720 at Risk

6. Pipeline Health

Pipeline by Stage

8. Capacity Analysis

• Contacts with capacity rating: 1219 of 1936 (62.97%)

High-Capacity Coverage by Tier

Priority 1 — High Capacity + High Engagement (5)

Priority 2 — High Capacity, Low Engagement (7)

High-potential prospects who need a relationship investment.

• Donald Larson — capacity $25K+, last gift $500 in 2024 · needs a relationship-building outreach.
• Kathryn Lopez — capacity $10K–$25K, no gift in 18 months · warm reintroduction recommended.
• Charles Shapiro — capacity $25K+, $1,000 lifetime · significant under-giver; assign to gift officer for cultivation.
• Raymond Larson — capacity $10K+, attended event but no follow-up · schedule discovery call.
• Gerald Goldstein — capacity $25K+, board-connected, no direct ask history · high-value introduction needed.
• Ronald Fitzgerald — capacity $10K–$25K, $250 last gift · under-giving relative to capacity.
• Thomas McCarthy — capacity $10K+, recent first-time gift · cultivate toward second gift at higher level.

Lapsed High-Capacity Donors (7)

• Total capacity gap (at floor): $95,000

9. Board Participation

• Total board: 12
• Participation rate (CFY): 0.6667
• Gave CFY: 8 of 12
• Direct giving: $202,100
• Affiliated giving: $0

⚠ Grant eligibility: Board participation is currently 67% (8 of 12 members). Many foundation grant applications require 100% board participation as a condition of funding. For Helping Hands Food Bank, this is most immediately relevant to the Kids Backpack Expansion ($400K goal) and any grant applications under the Grants & Foundations channel (FY2026 goal: $400K). Jennifer Martinez (Development Director) should assess which pending or prospective grant applications have a 100% board participation requirement and prioritize re-engaging the 4 non-participants — Donald Larson, Gerald Goldstein, Kathryn Lopez, and Raymond Larson — before those applications are submitted.

Non-Participants (4)

Board members with no CFY giving. 100% participation is required for many foundation grants.

• Donald Larson —
• Gerald Goldstein —
• Kathryn Lopez —
• Raymond Larson —

Board Stretch Candidates (4)

Board members whose recent giving suggests upgrade capacity.

• Kathryn Lopez —
• Donald Larson —
• Terry Kim —
• Charles Garcia —

11. Concentration Risk

• Top donor: 4.13% of CFY revenue
• Top 5 donors: 18.37% of CFY revenue

Top 5 Donors (CFY)

12. Hidden Revenue Opportunities

• Downgraded Major: 5 · est. —
• Donors who gave $10K+ in PFY but have $0 or significantly reduced CFY giving. Includes The Boston Foundation (lapsed $96K→0), Fidelity Investments (lapsed $74.9K→0), Yawkey Foundation (lapsed $52K→0), Donald Larson ($29.2K→0), Kathryn Lopez ($14.9K→0).
• High Capacity Low Giving: 5 · est. —
• Donors with Major or Principal capacity ratings who are giving at or below 50% of their capacity floor. Sarah Johnson (household): Major capacity, giving $15K vs $25K+ floor. Logan Perez: giving $25.1K at Major floor — candidate for $50K+ ask.
• Flat Givers: 10 · est. —
• Long-tenure recurring donors (2+ years) giving at Annual Fund levels ($25-$75/month). Top candidates for mid-level upgrade asks.
• Warm Lapsed: 7 · est. —
• Lapsed high-capacity donors (11-17 months since last gift) who are still receiving stewardship touches and showing engagement signals. Ronald Fitzgerald (17.3 months), Raymond Larson (15 months), Charles Shapiro (14.2 months), Kathryn Lopez (13.2 months), Gerald Goldstein (12.3 months) are all in the risk window (11-18 months per org-context lapsed definition).
• Unassigned High Value: 1 · est. —

13. Benchmark Comparison

🔴 Critical

• Recurring Churn Tracking — Not tracked — 0 cancelled records in Salesforce (benchmark: <5% monthly churn)
• Donor Count Decline — -13.7% YoY (benchmark: Growth or flat)

🟡 Warning

• YoY Revenue Change — -23.4% (benchmark: ≥5% growth)
• Overall Donor Retention — 26.3% (early window) (benchmark: 45%+)
• Early-window metric — full-year rate will be higher
• Major Donor Retention — 53.8% (early window) (benchmark: 85%)
• First-Time Donor Retention — 22.3% (benchmark: 30%)
• Board Participation — 67% (benchmark: 100%)
• Average-to-Median Recurring Gift Gap — 69.6% (benchmark: <30%)

🟢 On Track

• YoY Revenue Growth vs Goal — 72.6% of goal achieved with pipeline coverage
• On track to meet $2.5M goal based on weighted pipeline
• Pipeline-to-Remaining-Goal (total) — 4.36x (benchmark: 3x)
• Pipeline-to-Remaining-Goal (weighted) — 2.47x (benchmark: 1.5x)
• Stalled Opportunities — 16.3% (benchmark: <20%)
• Top Donor Concentration — 4.13% (top donor) (benchmark: <15%)
• Mid-Level Retention — 71% (org-context) (benchmark: 70%)

14. Priority Actions — Top 15

Ranked by impact toward your fundraising goal. Each action ladders up to closing your revenue gap.

Priority Actions Quick Stats

• Lapsed Institutional Recovery: 8
• Board Re Engagement: 4
• Stalled Pipeline Resolution: 3
• Upgrade Solicitation: 3
• Recurring Upgrade: 2

15. Growth Opportunities

Lapsed Institutional Recovery — $748.8K at Risk, $512K in Active Pipeline

22 institutional funders representing $748,800 in prior-year revenue have no CFY closed gift, with renewals due within 6 months. Eight of these have active pipeline coverage totaling over $1.1M in asks (often upgraded amounts). The top 5 — The Boston Foundation ($301K pipeline), Fidelity Investments ($429K pipeline), Yawkey Foundation ($189K), BCBS MA ($211K), Cummings Foundation ($151K) — are all in active Solicitation or Cultivation. Converting these pipeline opportunities is the single highest-leverage action for FY2026 close.

Major Gift Upgrade Candidates — $70K+ in Near-Term Upgrade Potential

Five donors are giving significantly above their rated capacity floor and are primed for formal upgrade asks: Madison Carter ($29K, giving 2.9x Principal floor), Fred Becker ($28K, giving 2.8x floor), Donald Sullivan ($24K, 2.4x floor), Harry White ($24K, 2.4x floor), and Sarah Johnson ($15K, identified as ready for $25K+ solicitation). These donors have high engagement scores (5-8 touches in 180 days) and recent gifts. A coordinated upgrade campaign targeting this group could yield $35K–$70K in incremental CFY revenue and establish giving levels that carry into FY2027.

Board Re-engagement — $75K+ Revenue Recovery + Foundation Grant Eligibility

Four board members (Kathryn Lopez, Donald Larson, Raymond Larson, Gerald Goldstein) have made no FY2026 gift, representing an estimated $75K–$100K in recoverable board giving based on their PFY patterns. More critically, 67% board participation puts the organization below the 100% threshold required by most foundations for grant eligibility — directly threatening the $400K grants goal managed by Jennifer Martinez. Re-engaging these four donors before the fiscal year ends unlocks grant access in addition to direct revenue.

16. Risks

Pipeline Concentration in Solicitation Stage — $1.17M Must Close by June 30

The remaining goal of $684,590 appears covered by weighted pipeline at 2.47x — but $1.17M of total pipeline sits in Solicitation with a June 30, 2026 close date, and four of the largest opportunities (Fidelity $347K, United Way $154K, Yawkey $189K, BCBS MA $151K) were only entered into Salesforce in late April. If even two of these Solicitation-stage opportunities miss the fiscal year, the weighted coverage drops below 1.5x and the annual goal is at risk.

Board Participation at 67% — Foundation Grant Eligibility at Risk

Four of 12 board members (Donald Larson, Kathryn Lopez, Raymond Larson, Gerald Goldstein) have made no FY2026 direct gift. Most foundation grantmakers require 100% board giving as a condition of funding, and HHFB has a $400K grants channel goal. With board participation down from 83% PFY to 67% CFY, the organization's eligibility for institutional grants — including pending renewals from foundations in the $10K–$96K range — is compromised if not remediated before fiscal year end.

Donor Count Erosion — 13.7% Fewer Donors YoY Threatens FY2027 Base

CFY donor count is 493 vs 571 in the PFY same window — a loss of 78 donors (13.7% decline). First-time donor retention at 22.3% is below the 30% benchmark, and 200+ accounts are lapsed in the movement analysis. While revenue is partially buffered by larger average gifts among retained donors, the shrinking donor base reduces the organization's FY2027 starting position and increases dependence on a smaller group of major donors.

17. Strategic Recommendations

Immediate (next 30 days)

• Resolve All 7 Stalled Pipeline Opportunities — 7 stalled opps (16.3% of pipeline) with past-due close dates distort pipeline health metrics and represent real cash flow risk heading into fiscal year end. Blue Cross Blue Shield Foundation's $52K pledged gift is 4+ months past due.
• Board Re-engagement Campaign — Four Non-Participants — 67% board participation is below the 100% threshold required by most foundations. With $400K in grants on the line, every non-participating board member is a direct financial risk. Kathryn Lopez gave $46.5K in full PFY — her non-participation is the single largest recoverable board revenue gap.
• Accelerate Top-5 Institutional Pipeline Opportunities to Close by June 30 — These five funders represent $1.28M in open pipeline. Converting even three of them by June 30 closes the remaining $684K goal with room to spare. Without movement on these, the annual goal is at risk regardless of what else closes.

Short-term (next quarter)

• Major Gift Upgrade Solicitations — Five Ready-to-Ask Donors — These five donors are giving significantly above their rated capacity floors, have high engagement (5-8 touchpoints in 180 days), and have all given in CFY. The upgrade conversation is low-risk and high-return — these donors are already telling you they want to give more.
• Implement Recurring Donation Cancellation Tracking in Salesforce — All 120 recurring records show Open_Ended_Status__c = 'None' with zero cancellations recorded — this is a data gap, not a zero-churn reality. HHFB cannot calculate sustainer churn, identify reactivation candidates, or measure true recurring retention without cancellation tracking. The $122K ARR program is being managed blind.
• First-Time Donor 90-Day Stewardship Series — Activate for All FY2026 New Donors — First-time retention is 22.3% vs the 30% benchmark — for every 100 new donors acquired, HHFB loses 78 after their first gift. The stewardship standards in org-context specify 4 touches in 90 days for new donors including a personal call within 30 days. This standard is not consistently applied.

Medium-term (rest of FY)

• Lapsed Donor Reactivation Campaign — 200+ Accounts, $736K Revenue at Risk — The movement analysis shows 200+ lapsed accounts with $736K in prior revenue. The 10 named lapsed institutional accounts alone represent over $350K. A systematic reactivation effort targeting even 20% of lapsed major/mid-level donors could recover $100K–$150K for FY2027.
• WealthEngine Integration Audit and Numeric Capacity Upgrade — Capacity analysis (spec 06) found no numeric capacity field — only a categorical Capacity_Rating__c with four levels. This means gap analysis is limited to floor-based estimates, significantly understating true upgrade potential. With 63% of contacts rated and no numeric field, HHFB is leaving major upgrade opportunities undiscovered. The 3-year-old screening data (per org-context data quality note) further limits accuracy.
• FY2027 Pipeline Development — Close the Qualification Gap — The pipeline analysis shows a critical gap in the Qualification stage — prospects are either jumping stages or stalling before qualification conversations. Healthy pipeline requires 20-25% of opportunities in early stages (Prospecting/Qualification) to ensure FY2027 revenue coverage. The current 4.7% Qualification share is far below this benchmark.

Generated from live Salesforce data, the organization’s configured context, and the fundraising intelligence knowledge base.