Trust has always been the foundation of nonprofit work. Donors give because they believe in the mission. Yet many nonprofit leaders sense that this foundation has shifted. A recent article in NonProfit PRO by Wayne Elsey argues that society is experiencing what he calls a “trust recession.”

Across the country, nonprofit leaders are asking the same question: How long can we sustain this? Demand for services is climbing. Funding is shrinking. Political and cultural tensions are influencing philanthropic priorities. And the organizations closest to community need are carrying the weight. The Center for Effective Philanthropy recently released a powerful research report titled A Sector in Crisis: How U.S. Nonprofits and Foundations Are Responding to Threats.

Nonprofit leaders feel constant pressure to prove value. Budgets tighten. Expectations rise. Donors ask sharper questions. Boards want clearer answers. In this environment, fundraising strategies are shifting. Analytics, benchmarks, and performance ratios are becoming regular parts of conversations that once focused almost entirely on relationships and storytelling. The Marts&Lundy Fundraising Investment Study 2025 , led by Marts&Lundy Chief Strategy Officer Sarah Clough and

Nonprofit budgeting is widely regarded as one of the most difficult and time-consuming responsibilities nonprofit leaders face. Many describe it as a horrific experience or something equally as colorful. Yet despite the extraordinary amount of time and effort poured into the process, nonprofit budgets fail far more often than we are willing to admit.

A recent Forbes article highlighted a dozen emerging technologies that promise to improve how nonprofits measure their impact. Artificial intelligence, predictive analytics, integrated data systems, social listening, neuroscience informed tools, and more. The list is impressive. It is also overwhelming for many nonprofit leaders who already balance tight budgets, limited staff, and increasing expectations from funders and boards.

The social impact landscape has rarely been static, but the last few years have accelerated change in ways many nonprofit leaders and funders are still trying to make sense of. Shifting funding priorities, growing community needs, workforce strain, and declining trust in large institutions have all converged. At the same time, expectations for accountability and measurable outcomes continue to rise.  In moments like this, it is tempting to look for certainty or to wait until

Scale brings opportunity. It also brings pressure. Large nonprofits sit at the center of complex ecosystems: multiple programs, multiple communities, multiple funders, multiple definitions of success.  As we look ahead to 2026, the large nonprofits that stand out are not those with the biggest budgets or longest histories. They are the organizations willing to confront scale honestly. They ask hard questions about consistency, relevance, and learning.

Scale brings opportunity. It also brings pressure. Large nonprofits sit at the center of complex ecosystems: multiple programs, multiple communities, multiple funders, multiple definitions of success. Expectations rise with every additional dollar raised and every new site launched. Boards want clarity. Funders want proof. Communities want to see how lives are improving. As we look ahead to 2026, the large nonprofits that stand out are not those with the biggest budgets or lo

As we look ahead to 2026, the organizations that will truly stand out are not just those doing good work; but those proving it, learning from it, and openly sharing what works.

For many years, nonprofit funding followed a familiar pattern. Organizations articulated their mission, shared compelling stories, reported activity, and relied on donor loyalty to sustain the work. That pattern is breaking down. Donors continue to care deeply about social good. What has changed is how they decide where their money goes. One of the clearest indicators of this shift is the rise of impact investing. While often framed as a financial innovation, impact investing

A recent NonProfit PRO article by Richard Perry, 4 Steps to Address the Disconnect Between Programs and Fundraising , raises a concern that many nonprofit leaders recognize immediately. Fundraising staff often struggle to describe their own organization’s programs with clarity and confidence. The article uses the comparison of a retail store to show how awkward this situation can be. A store associate who cannot identify what sits on the shelves or how products are organized

Explore why funders should invest in nonprofit learning capacity to close the research-to-practice gap. Learn how building MEL infrastructure empowers nonprofits to measure impact, foster equity, and create sustainable change.

Strategic planning has been getting a lot of attention lately, and for good reason. Mike Burns recently explored this topic in Nonprofit Pro , raising questions about how nonprofit boards participate in shaping organizational direction. His argument is simple: boards cannot treat strategic planning as a staff assignment that shows up as a completed document for approval. If strategic planning reflects governance, then a board that stands on the sidelines is not governing the

A recent article in the Stanford Social Innovation Review introduced a promising model for nonprofit collaboration called the Impact Collaborative. The concept describes how organizations can join forces to address community challenges while maintaining their independence.

Stories inspire donors, but data builds trust. Start now with an impact roadmap—a plan that links mission, programs, and measurable outcomes. Track outputs, quality, and results so next year you can say: “80% improved reading scores.” Data turns vision into impact—and impact drives generosity.

When budgets are tight, investments in data systems often fall to the bottom of the priority list. But as The Chronicle of Philanthropy Key Taykeaways report “How to Make the Case for Investments in Data: Experts Weigh In” points out, unpredictable times are exactly when accurate data matters most.

Nonprofit organizations exist to make communities stronger, safer, and more equitable. You lead programs that change lives every day. But as funders become more data-driven and outcomes-focused, it’s no longer enough to simply tell inspiring stories about your work. Funders – whether foundations, corporations, or government agencies – are asking harder questions: What outcomes are you achieving? How do you know? Why should we trust you with this investment? These are fair que

The nonprofit sector is in the middle of what Instrumentl calls “The New Funding Rush.” Their recent report  reveals that 85 percent of nonprofits are feeling the effects of federal funding changes, and more than 90 percent are adjusting their strategies. Organizations are applying for more grants, pursuing new funding sources, and working hard to stay ahead of uncertainty. This reshuffling of the funding landscape is both a challenge and an opportunity. As more organizations

I attended a recent conference session that left me thinking deeply about how nonprofits work together. Collaborations thrive when leaders prioritize shared mission over individual organizational success.

Jim Fruchterman’s recent article in Stanford Social Innovation Review, “Kill the Dinosaurs,” is a wake-up call to the nonprofit sector. His message is clear: if we want to solve today’s most pressing social problems, we must stop clinging to outdated models and start embracing innovation, especially through technology and data. I couldn’t agree more.