Due to a mix of budgetary constraints, changing political priorities and a contemporary emphasis on fiscal responsibilities, nonprofit organizations nationwide have been subject to monumental losses in federal funding. This poses a challenge for not just the organizations themselves, but the programs and resources they offer, as well as the communities they serve. This financial strain also compels nonprofits to innovate in how they deliver services, engage stakeholders, and build resilience within their organizational structures.

These organizations have taken to a number of novel and unique approaches to secure the necessary funding required for their continued operations, highlighting the versatility of the nonprofit sector and the advocacy efforts made to mitigate the decline in government funding. These strategies include, but are certainly not limited to:

• Diversifying revenue streams
• Community-based fundraising
• Tapping into foundation and philanthropic grants
• Collaborating with other nonprofit organizations
• Using state and local government contracts
• Building stronger corporate partnerships
• Expanding advocacy efforts
• Leveraging technology to increase donor engagement

Diversifying revenue streams

Rather than…

Volunteers in the nonprofit sector are one of the most valuable resources, because they help decrease cost, help staff shortages, and impact the community being served. However, there has been a staggering 23% decrease in formal volunteering across the nation (National Council of Nonprofits). Instead of looking for ways to recruit new volunteers, how can a nonprofit keep their own volunteers? By simply implementing the following strategies, any nonprofit leader can look to better retain their own volunteers.

Strategies that require immediate action

There are strategies that nonprofit leaders need to implement now for best results. The first strategy is to train and assign specific volunteer work in the beginning. This may seem elementary, but nonprofit leaders need to train their volunteers before they serve. Nonprofit leaders can set clear expectations and remind volunteers that their work is as valuable as a paid staff member.

Many nonprofits use volunteers to do “grunt work” around the nonprofit. Not to say that this work is not important, but to retain volunteers, the work needs to be challenging and engaging to their specific professional strengths. For example, if a volunteer has experience with budgeting a bank account, a nonprofit leader should assign that volunteer with work that uses their budgeting skills. In this way, the volunteer is serving in a way that is desirable for them and it values the volunteer better. By…

In the United States the values of individualism and independence are deeply engrained into our culture, everyday activities, and characterizations of success. However, one could argue success is rarely, if ever, attained on an entirely isolated path. Achievement is born out of leveraging the power of collaboration and interdependence to propel us toward our goals. When applying this concept to mission achievement in the nonprofit sector, three types of collaborative approaches will be explored:

1. Internal: Connectedness among staff, board members, and volunteers within an organization.
2. External: Partnerships and collaboration with other professional entities within the nonprofit sector and beyond.
3. Community: Building relationships and increasing engagement from members of the public.

Internal

Developing talented and enthusiastic teams with the right people is vital for a nonprofit to advance toward their mission. To determine who is the right fit, organizations must have clear goals and be firm in their pursuit of finding people with the skills and passions necessary to achieve these goals. In Frances Hesselbein’s article “Managing in a World that is Round” she stresses that traditional structures of leadership which place emphasis on hierarchies and authority must be abandoned and instead develop organizational structures which…

Nonprofits have a unique opportunity to bridge generational gaps and foster a lasting culture of giving. By creating inclusive programs, providing hands-on experiences, and forming strategic partnerships, organizations can guide families in building a legacy of compassion and social responsibility. When families work together to give back, they not only strengthen their own bonds but also contribute to the resilience and development of their communities. Passing on philanthropic values ensures that the spirit of giving remains vibrant, creating a ripple effect of positive change that endures across generations.

One of the most effective ways organizations can achieve this is through storytelling. By curating and sharing narratives of families who have engaged in philanthropy, nonprofits can inspire others to join the cause. Personal stories highlight the importance of giving and demonstrate its tangible benefits, making it easier for younger generations to understand the significance of their contributions. Showcasing these stories through newsletters, blogs, and social media platforms enables organizations to reach wider audiences and encourage a culture of giving within families. Events where families can come together to share their experiences in giving back to the community provide meaningful connections and reinforce the idea that service is a lifelong commitment.

Serving together

Another impactful approach is the facilitation…

The field of volunteer engagement has struggled for decades to gain acceptance both as a legitimate career path and as an essential element in maintaining a professionally managed volunteer workforce. As a certified volunteer administrator (CVA) and someone who participated in the national program for organizational strategic volunteer engagement, Service Enterprise, I have found that many institutions have a blind spot when it comes to recognizing the importance of a well-managed volunteer workforce. 

I once asked why volunteers were not included in the mission statement of an organization. One leader replied that “we do not exist to serve volunteers,” and went on to say that volunteers are a “means to an end.” I was sorely disappointed in that reply and found a way to earnestly and diplomatically share my philosophy that creating effective volunteer engagement requires creating a volunteer culture that is mutually beneficial. It made a difference. The leader shared in a later staff meeting that her mother had been a long-time volunteer at a museum and began to include volunteers when discussing plans to achieve our mission.

When starting my current role 8 years ago, my goal was to professionalize volunteer operations utilizing best practices. A few years later, when I learned about the Service Enterprise accreditation, I engaged museum and…