Research and recommendations for effective, day-to-day nonprofit practice from ASU faculty, staff, students, and the nonprofit and philanthropic community.
Every nonprofit leader serving vulnerable populations has faced this dilemma: your organization needs funding to survive, but the most "effective" fundraising appeals often feel exploitative. The traditional approach tells us that donors need to see people at their absolute lowest point to open their wallets. But what if this assumption is wrong?
Research shows that storytelling that respects dignity produces better long-term results than sensationalized narratives. The Orangewood Foundation, for example, saw a 74% revenue increase after they stopped using exploitative stories. This contradicts the widespread belief that effective fundraising requires reducing beneficiaries to one-dimensional victims.
The representation paradox
Nonprofits serving stigmatized populations face what researchers call a "representation paradox." Organizations must show that beneficiaries need help while also acknowledging their agency and capability. They have to avoid "poverty porn" while still connecting emotionally with donors. This gets especially complicated for organizations working with people experiencing homelessness, domestic violence, mental health challenges, or other crises where harmful stereotypes already exist.
The problem goes beyond just raising money. How nonprofits talk about vulnerable populations shapes public perceptions and policy decisions. When organizations use narratives of…
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During interviews with Kitsap Food Coalition members, executives were asked if they advocate for their nonprofits. One stated his board requested participation in advocacy programs, allocating operating funds, but have not developed specific goals or a timeline. Another expressed trepidation stating, “I don’t know what I can and cannot say as an advocate.” He lacked knowledge of what advocacy is and when a 501(c)(3) is overstepping boundaries set by the IRS, especially with lobbying. Many organizations choose not to advocate for their mission because they fear retribution by government officials and foundations who do not agree with the nonprofit’s stance on an issue. These are common issues for nonprofits which can be remedied by a better understanding of what advocacy is, the benefits of coalition membership, and IRS charity guidelines.
Nonprofits use advocacy programs to amplify their mission and make a lasting impact in their community. Joining forces as one voice empowers nonprofits with similar clientele to better convey their constituents needs to community members and politicians, helping to ignite support both financially and in-kind including volunteering.
To gain clarity, nonprofits should understand that the IRS tax code does allow for advocacy including lobbying. The last two clauses in the 501(c)(3) charity tax code state that nonprofits can engage in an unspecified amount of lobbying but cannot…
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If there is one thing the nonprofit sector has taught me over the years, it's that change is constant. Funding landscapes shift. Community needs evolve. Technology advances. Economic uncertainty creates new challenges for the organizations and causes we care about most.
In times like these, it can be tempting to put professional development on hold. Budgets tighten. Calendars fill up. We tell ourselves we'll invest in learning, networking, or leadership growth "when things settle down."
The reality is that investing in yourself is most important when things are uncertain.
Professional development is not a luxury. It is a necessity. It helps us stay current, think strategically, adapt to change, and lead with confidence. The skills that got us here are not always the skills that will take us where we need to go next. Whether you're a seasoned executive, a frontline fundraiser, a nonprofit leader, or someone just beginning your career, continuous learning is one of the most valuable investments you can make.
But professional development is about much more than attending a session or earning a certification.
It is about community.
One of the greatest strengths of Arizona's nonprofit sector is the incredible network of professionals who show up every day committed to making our communities stronger. In a profession centered on relationships, we often forget that we need relationships, too. We need…
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In the nonprofit sector, we talk often about mission, strategy, outcomes, and community impact. But there is a quieter crisis happening inside many organizations, one that rarely reaches the annual report, but directly shapes everything we do: staff burnout, turnover, and the loss of organizational knowledge.
rking within a domestic violence organization and coordinating system-wide collaborations, I have seen how deeply staff well-being shapes a nonprofit’s ability to deliver on its mission. My capstone project grew from a guiding question that every nonprofit leader, regardless of role or title, should be asking: How can nonprofits develop thriving staff teams to improve mission impact?
This question matters now more than ever. Nonprofits across the country are facing workforce shortages, higher demands for services, shifting funding landscapes, and increasing secondary trauma for frontline staff. When the social problems we address become more complex, our internal practices often do not evolve at the same pace. As a result, many organizations rely on staff who are overworked, under-supported, and carrying the emotional weight of the mission in silence.
But burnout is not simply an HR issue, it is a mission issue. And addressing it requires a shift in leadership thinking, not just new benefits or wellness initiatives.
Why this problem can’t be ignored
Nonprofit staff are the…
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If nonprofits want to see their beneficiaries grow in autonomy while achieving desired outcomes, they should consider integrating Asset Based Community Development principles into their efforts.
What is ABCD?
Asset Based Community Development (ABCD) is a term coined by John McKnight and John Kretzman in the 1990s. Although the concept pre-existed their research, they outlined a novel approach to community work for many nonprofits. ABCD views, and then responds to, community needs through a focus on the community’s pre-existing assets rather than deficits. Community members are no longer seen as passive recipients of aid, but equal collaborators towards a better future. ABCD focuses on skills and resources the community already has, and encourages communities to connect internally to work towards positive outcomes.
Whether consciously or unconsciously, many nonprofits view the community members with whom they work through a needs-based lens. These individuals are even labeled “clients” or “recipients”, and often don’t have a say in the programs taking place. This can create a cycle of community members becoming dependent on nonprofits for crucial services.
A nonprofit’s role
Although ABCD focuses on community members coordinating and determining their own assets, nonprofits can play an important role in the progression of autonomous community building. As communities are discovering and providing…
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