Last week, I had the privilege of attending the Flywheel Impact Catalyst in Cincinnati, an inspiring gathering of social entrepreneurs, impact investors, nonprofit leaders, philanthropists, and changemakers who are committed to solving complex social challenges.

Out-of-school time (OST) providers are being asked to do more than ever before. Funders want evidence of impact. Families want high quality experiences for their children. Staff want supportive workplaces with opportunities to grow. Community leaders want programs that contribute to educational success, workforce readiness, and community well being. Meeting those expectations requires more than good intentions. It requires good data. Yet many OST organizations struggle with a

Out of school time programs have never been more important. Across the country, families are looking for safe, engaging, high quality opportunities for their children before school, after school, and during the summer months. At the same time, OST providers face a difficult reality. Demand continues to grow while funding remains uncertain, staffing shortages persist, and many organizations struggle to reach all the young people who could benefit from their programs. Yet some

Over the past several months, we’ve worked alongside organizations ranging from domestic violence shelters and museums to workforce collaboratives, universities, aging services agencies, and community nonprofits through the Managing to Outcomes Bootcamp. At first glance, these organizations seemed very different. Some were navigating major funding transitions. Others were expanding programs, implementing new CRMs, preparing for strategic planning, or trying to improve board

Nonprofits are expected to show measurable results, and funders, boards, and communities all want clear evidence that real change is happening. That expectation has intensified in 2026. The report State of Nonprofits 2026: What Funders Need to Know describes a sector under sustained pressure. Demand for services is rising sharply, while funding has become more constrained and less predictable. At the same time, leaders and staff are facing significant burnout. These pressures