How we help you
Get both a clearer direction and an organization that’s better equipped to make the journey. We’ll help you develop and implement your strategy, then improve your processes, tech and project management so you can accomplish your major organizational goals.
Develop a clear, focused strategy
Implement your strategy plan effectively
Improve your core processes and workflows
Make targeted tech upgrades to boost impact
Successfully navigate organizational change
Keep key projects on track
Deep nonprofit experience to help your organization thrive
With Wipfli, you’ll get a team of advisors pulling on decades of institutional experience in the nonprofit space. You’ll enjoy cutting-edge insights on what makes organizations more effective at carrying out their missions, plus hard-earned experience on how to adapt strategies, processes and technologies to fit the unique needs of nonprofits.
Explore our services
Allocate resources effectively and increase efficiency with Wipfli’s process improvement services. Our team works closely with yours to identify opportunities, create an improvement plan and help your people navigate change.
Our services include:
- Administrative process improvement: Using root cause analysis tools, we can help you map process steps, identify waste, define your ideal future state and develop the action plan you need to get there.
- Automation: By identifying opportunities for automation, we help your team do more with limited resources and staff. We also help you navigate the entire automation process, including establishing requirements, development and testing.
- Documentation: Our team works closely with your staff to gather in-depth details about how your organization works to help review, document and optimize your processes.
Wipfli can help your organization choose software that can increase engagement and your impact. We support your team through all stages of the software selection process, helping you carefully evaluate potential solutions so that you get the value and capability your organization needs.
We can support your organization with the following:
- Requirements-gathering workshops.
- Demonstrations, including provider demo scripts and demo scorecards, so that you can stay focused on high-priority functionality and clearly understand how software can meet your needs during vendor presentations.
- Provider due diligence.
- Statement of work review and execution.
Wipfli helps guide your staff and minimize disruption during change, including support for:
- New technology implementations: See a smoother transition and higher adoption rate with your new technology. Wipfli works with your team to build a strategy that supports staff, provides the necessary training, addresses resistance and clearly communicates about changes.
- Mergers and acquisitions: Wipfli can help your organization minimize disruptions, support alignment and navigate complexities with your integration.
- Procedural and organizational culture shifts: We help you engage stakeholders and communicate proactively so that new processes, procedures and culture shifts can be implemented effectively.
Wipfli’s project management team is ready to help you achieve better outcomes with your investments. We can support all areas of implementation, including:
- Communication.
- Critical tasks and task prioritization.
- Budgeting.
- Alignment.
Wipfli works at the intersection of your organization and software vendors, helping you identify the processes, decision points and data crucial to success. We can also support your organization with education-focused guidance on best practices and system design.
Reach out to our team
Ask a Wipfli nonprofit strategy advisor how your organization can become more effective and impactful.
Insights and resources
ARTICLE
Navigating changing Head Start compensation requirements
In 2024, the Supporting the Head Start Workforce and Consistent Quality Programming established new compensation requirements for Head Start programs. Two years later (2026), with a new administration in place, many of those rules appear on the verge of being overturned in a new notice of proposed rulemaking (NPRM), Restoring Flexibility to Support Head Start Program Access , which rescinds many of those requirements and returns greater flexibility to local agencies. Despite the proposed rollback, the underlying workforce challenges that drove the original rule remain a major focus across the sector. Continue reading to learn what current rules could be going away and how your Head Start program should approach employee pay and benefits, regardless of the federal rules. Employee Compensation The 2024 Supporting the Head Start Workforce and Consistent Quality Programming rule introduced several significant workforce support provisions focused on employee compensation. Among other requirements, the rule directed larger programs to: Establish or update salary structures Work toward greater wage comparability with public school educators Ensure compensation was sufficient to support basic living costs within a program’s geographic area These changes reflected a broader federal recognition that workforce shortages, turnover and recruitment difficulties were affecting Head Start’s ability to deliver high-quality services. The proposed 2026 rule would remove many of these requirements, citing concerns that the rules are overly prescriptive, costly and beyond the scope of statutory requirements. If finalized, agencies would have greater flexibility to determine local compensation practices and priorities. While the future of these requirements remains uncertain, the workforce challenges that prompted the original rule have not disappeared. Across the sector, agencies continue to experience recruitment pressures, turnover concerns and ongoing competition for qualified talent. The conversation around compensation is likely to remain central to Head Start workforce planning regardless of whether the 2024 provisions ultimately remain in place, are modified or are rescinded. Employee Benefits In addition to compensation-related provisions, the 2024 rule introduced several requirements related to employee benefits. Programs were expected to provide or facilitate access to healthcare coverage, paid leave and behavioral health resources for eligible employees. Additional provisions encouraged agencies to connect staff with resources such as loan forgiveness programs, childcare assistance and other support services. The proposed 2026 NPRM would remove many of those specific benefits-related mandates. As with compensation, the stated goal is to restore local flexibility and reduce administrative and financial burdens on programs. Even as regulatory expectations evolve, the broader workforce conversation continues. Employee expectations regarding health benefits, paid time off, retirement programs and overall well-being support have changed significantly in recent years. The workforce concerns that influenced the 2024 rule remain active topics throughout the Head Start and Early Head Start community, particularly as agencies continue to navigate hiring challenges and competition for talent. Why Head Start compensation rules could already be changing The proposed rollback reflects a broader shift in federal policy priorities. The Administration for Children and Families has stated that the compensation and benefits provisions established in 2024 are costly, overly prescriptive and not fully aligned with the statutory language of the Head Start Act. The NPRM estimates that removing these requirements could save Head Start programs billions of dollars in future costs while providing agencies with greater flexibility to address local workforce needs. Whether the proposed changes are finalized remains to be seen. What is clear, however, is that workforce challenges continue to persist throughout the Head Start and Early Head Start community. And recent workforce data shared across the sector continues to highlight concerns related to vacancies, turnover, employee burnout and competition for talent. Whether future standards become more prescriptive or more flexible, agencies still need a stable workforce to deliver high-quality services to children and families. For this reason, agencies should consider building workforce strategies that can withstand changing regulatory environments. How should Head Start agencies proceed with a plan? Rather than viewing compensation and benefits solely through the lens of compliance, Head Start agencies should focus on how their workforce practices support the attraction, retention and engagement of qualified employees. Regardless of what happens to the 2024 provisions, agencies will continue to face competition for talent and the need to build a stable workforce capable of delivering high-quality services to children and families. Several workforce practices continue to represent sound strategies regardless of the regulatory environment: 1. Build a strong compensation foundation A well-designed salary structure provides the foundation for consistent, transparent and equitable compensation decisions. It establishes pay relationships across positions, creates clear salary ranges and helps agencies make compensation decisions that align with their compensation philosophy, budget realities and workforce needs. Just as importantly, salary structures should not be viewed as a one-time exercise. Labor markets continue to evolve, wage rates continue to increase and employee expectations continue to change. Agencies should regularly review and update their structures to help ensure they remain aligned with market conditions and organizational objectives. Agencies may also benefit from evaluating how their wages compare with both the labor market and the cost of living in their communities. While regulatory requirements may evolve, employees ultimately make employment decisions based on whether compensation is competitive and supports their economic needs. Understanding local wage pressures, labor market expectations and broader economic conditions can help agencies make more informed workforce decisions and strengthen their ability to attract and retain talent. Salary transparency is also becoming increasingly common and, in some jurisdictions, legally required. Clearly communicating pay ranges and compensation practices can help strengthen employee trust and support recruitment efforts. 2. Monitor the labor market broadly Public school districts remain an important comparison point, particularly for educational positions. However, many Head Start agencies compete for talent well beyond the education sector. Family support staff, transportation personnel, administrative professionals, fiscal staff, health services employees and agency leaders are often recruited by employers across nonprofit, government, healthcare, retail, hospitality and other industries. Understanding local labor market trends requires a broader perspective than school district comparisons alone. School district salary schedules can still provide valuable insights, but agencies should ensure they are making apples-to-apples comparisons. For example, when evaluating teacher compensation, it is important to understand not only annual salaries but also the number of contracted workdays and hours behind those salaries. Two districts with similar annual salaries may have significantly different hourly pay rates once work schedules are considered. In addition to school district data, agencies should consider reputable compensation surveys, nonprofit benchmarking resources and local labor market information. Looking across industries can provide a more complete picture of the competitive landscape and the talent market from which agencies are recruiting. 3. Prioritize pay equity and living wages Pay equity should remain a priority regardless of regulatory requirements. Consistent and transparent pay practices support employee trust, engagement and retention while helping agencies identify compensation issues before they become workforce challenges. Regular pay equity reviews can help organizations identify wage compression, unintended disparities and inconsistencies in compensation practices. These reviews can also provide valuable information when planning future compensation investments and salary structure updates. Agencies should also continue monitoring compensation relationships both internally and externally. Internal reviews help ensure compensation practices are applied consistently, while external benchmarking helps determine whether wages remain competitive within the broader labor market. The workforce challenges that helped drive the 2024 rule, including recruitment difficulties and employee turnover, continue to reinforce the importance of equitable and competitive compensation practices. 4. Evaluate total rewards, not just wages Compensation is only one component of an employee’s decision to join or remain with an organization. Benefits, paid leave, retirement offerings, professional development opportunities, well-being resources and workplace culture all contribute to an agency’s overall employment value proposition. As workforce expectations continue to evolve, agencies should periodically assess whether their benefits programs remain competitive and aligned with employee needs. Reviewing benefit offerings against local employers, neighboring school districts and comparable nonprofit organizations can provide valuable insights into potential opportunities for enhancement. Programs should consider the full employee experience when evaluating workforce strategies. In some situations, improvements to benefits, leave programs, professional development opportunities or wellness resources may have a meaningful impact on attraction and retention without requiring the same long-term financial commitment as significant wage increases. A strong total rewards strategy helps employees understand and appreciate the full value of working for the organization, not just the paycheck they receive. 5. Make workforce decisions using reliable data Compensation and benefits decisions are often among the most significant investments an agency makes. Reliable market data can help organizations make informed decisions, prioritize limited resources and identify workforce risks before they affect service delivery. Agencies that regularly benchmark compensation and benefits, monitor turnover trends, evaluate employee feedback and assess market competitiveness are often better positioned to make proactive workforce decisions. Data-driven planning can also help leadership teams and boards navigate shifting regulatory expectations while maintaining focus on long-term workforce sustainability. Ultimately, regulations may change, but the need to attract and retain qualified employees remains constant. Agencies that proactively evaluate compensation, benefits, market competitiveness and pay equity will be better positioned to support their workforce and continue delivering high-quality services to children and families. Use market data responsibly As agencies evaluate the competitiveness of compensation and benefits, it is important to use appropriate market data sources and benchmarking methods. While comparing compensation and benefits information with neighboring agencies, school districts, preschools and other employers can provide valuable workforce insights, organizations should avoid coordinating compensation decisions or sharing future pay plans with competitors. Discussions that move beyond publicly available information and into current or future compensation strategies may create antitrust concerns. Instead, agencies should rely on publicly available salary schedules, published compensation surveys, third-party benchmarking studies and independent market analyses when evaluating compensation competitiveness. Using objective market data helps agencies make informed workforce decisions while maintaining appropriate independence in compensation planning. Learn more Leveraging technology to enhance data value for Head Start programs Webinar: Head Start compensation and benefits Webinar: Find out how one Head Start leader turned smarter analytics into organizational wins
CASE STUDY
Cultivating leadership unlocks breakthrough growth
See how Thompson used intentional leadership development to grow from $8M to $60M in revenue and expand its capacity for mission impact.
ARTICLE
As nonprofit funding tightens again, can clearer insights help you make more of what you do have?
News recently broke that the federal government is proposing significant changes to the Uniform Guidance, including a new rule that would make it easier for the government to cancel nonprofit grant funding, essentially at will. This move is just the latest in a stream of funding-related actions that have put growing pressure on nonprofit organizations’ budgets. How should your organization continue to make an impact even in this tricky environment? One idea is to take a page from the for-profit world by putting greater emphasis on tracking and measuring program efficiency. This strategy can help you deploy your limited resources more effectively and impress funders. Keep reading to learn more. Nonprofits continue to face notable funding challenges 2025 was a difficult year for nonprofit funding , and so far, 2026 continues to prove challenging as well. Most organizations have never exactly been flush with cash, but this year, leaders are navigating not just federal policy shifts but also increased competition for state and private dollars. Beyond simply finding enough funding to maintain steady operations, more organizations are finding that money often comes with strings attached. Federal grant funding has always come with strict rules and requirements, but those have gotten stricter. More private donors are also demanding a higher level of accountability around exactly where and how their donations are being used. When the money does arrive, it may be less than it was before, and many nonprofits lack the tools to make the most of it. Decision makers may not have access to clear analysis around program results — think cost per child or individual served data, for example — to compare with peer organizations and identify areas where operational or programmatic improvement is needed. But could a greater emphasis on performing that sort of program analysis help change this whole dynamic? Program financial analysis can help impress funders and boost impact Doing more detailed financial and performance analysis on your programs and general operations — standard operating procedure for many businesses — can help your nonprofit operate more effectively and stretch precious dollars further. You’ll also be better positioned to demonstrate your efficacy to both federal grant regulators and private donors. Consider that conducting thorough, ongoing financial performance analysis can help your organization to: Strengthen impact: Whether you’re funded by federal grants, private donors or both, you’ll have a better understanding of how your programs are performing and be able to make operational improvements to strengthen impact. Impress funders: Both federal and private funders want to see impact. If you can demonstrate efficient, effective use of funds, you’ll have an easier time getting more. Uphold grant guidelines: Grants typically require you to spend funds within a certain period of time, something that is easier to do if you’re tracking your financial performance. Avoid shortfalls: Keeping a closer eye on your use of funds also helps you better understand your burn rate, which can help you avoid an unexpected cash crunch. Know your KPIs: Regularly tracking core KPIs like cost per individual served is essential to giving your executives and board the information they need to lead, as well as helping regulators and donors feel confident funding you. Make smarter strategic decisions: A for-profit business owner wouldn’t make a major decision without fully understanding the financial circumstances and implications of the move. That sort of perspective is just as useful for your nonprofit, and can lead to smarter, more effective strategic decisions. So, how do you get started doing more in-depth analysis to bolster your programs and impact? How should nonprofits strengthen their program financial analysis? Program and operational financial analysis are about understanding where your revenue is coming from, how it’s being used and where you should make improvements or changes. To do this effectively, you’ll need to gather data, organize it, create projections and models and then use what you learn to drive smarter decisions. 1. Gather data Your first step should be to understand your full funding picture. Gather as much data as you can on your revenue and expenses. If your organization is still running on legacy systems , this may be time-consuming to do, but the insights you’ll gain are worth it. 2. Establish a baseline and start asking questions Once you have a mountain of data, start looking at your KPIs, program results, cash flow and burn rate. Put together an overall baseline to establish where your organization is now and identify your top pain points. Do you have cash flow concerns? Are your services still fit for today’s environment? Ask questions like these. 3. Use what you learn to drive decisions Once you know where you stand today, you’re ready to look forward. Have conversations with executive leadership, stakeholders and your board members to assess what you’ve learned, discuss pain points and determine how your new insights should affect your overall strategy and funding efforts. At this point, you’ll typically benefit from doing scenario planning and creating projections to consider how different strategic choices might play out. From the board perspective, consider that your board has a fiduciary duty to ensure that your funds are being used appropriately. Providing them with a detailed financial analysis will help them better fulfill their governance and oversight responsibilities . 4. Lean on advisory or outsourcing support for help If your team lacks the skill set to do in-depth financial analysis, you can lean on advisory or outsourcing for help. Look for an advisory firm that understands nonprofits and can provide fractional CFO or controller support to take this work off your plate and deliver the insights you need to strengthen performance and impact. Read more Nonprofit accounting software: When do you need a new ERP? Nonprofits with strong boards outperform peers. Here’s how to improve yours. New systems help nonprofits boost impact and satisfy funders
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