Diversifying revenue streams isn’t just smart, it’s essential. Research consistently shows that nonprofits with a mix of funding sources experience less financial volatility and greater long-term sustainability. In fact, it has been found that organizations that diversify their income see more consistent revenue over time.

What does diversification look like in practice? It goes far beyond writing more grant proposals or hosting extra fundraisers. Financially resilient nonprofits tap into multiple streams: membership programs, corporate partnerships, investments, educational offerings, and fee-based services. The goal isn’t just to make more money; it’s to align each funding source with the organization’s mission and values.

For example, the International Facility Management Association (IFMA) now earns about 75% of its income from professional development, certifications, and investments, far more than from membership dues. This shift, according to IFMA CEO Mike Geary, reflects a growing recognition that education and global engagement…

For example, evaluations can often provide the data and feedback necessary to:

• Understand what is working and what is not.
• Make evidence-based decisions.
• Promote a culture of accountability and innovation.
• Empower staff and stakeholders to contribute to change.

By shifting from traditional program evaluation focused on compliance to learning-oriented practices, leaders can ensure that programs are truly responsive to the needs of the communities they serve. Specifically, nonprofits can use their program evaluations to become learning organizations by embedding continuous learning and improvement into their culture and operations. 

This topic is critically important for nonprofit leaders and managers because it directly influences how organizations learn, adapt, and improve their impact. For a nonprofit leader or manager, being aware of the power of program evaluation is essential for the following reasons:

• Evaluations help ensure that programs are not just…

Artificial intelligence is rapidly transforming how nonprofit organizations operate—from automating donor outreach to improving service delivery and analyzing program outcomes. But alongside these opportunities comes a new and evolving set of security and privacy risks that many nonprofits are not fully prepared to manage.

Why AI risk is different for nonprofits

Nonprofits occupy a unique position in the risk landscape. They routinely manage donor financial information, personally identifiable information (PII), health and social service data, and confidential program and grant records.

At the same time, many organizations lack dedicated cybersecurity teams or formal AI governance policies. This creates a gap between technology adoption and risk management, increasing exposure to both cyber threats and compliance issues.

70 to 76% of nonprofits lack a formal AI policy.

Why this matters: trust is everything

For nonprofits, a security or privacy failure is not just a technical issue—it’s a trust issue. A single incident involving donor or beneficiary data can undermine fundraising efforts, damage community relationships, weaken an organization’s reputation, and trigger legal and regulatory consequences. In a mission-driven sector, trust is one of the most valuable—and fragile—assets.

Top security risks

1. Data leakage through AI tools

AI platforms require users to input data to…

Successful leadership approaches

Servant and transformational leadership approaches have proven to be effective in the nonprofit sector by increasing volunteer retention. Servant leaders exhibit the characteristics of putting volunteers’ needs before their own, building relationships, and appreciating volunteers for their effort. Transformational leaders encourage and empower people to take ownership in their given roles. These approaches create positive volunteer experiences and a space where volunteers desire to grow and remain at an organization. 

Technology impact

The use of technology enhances nonprofit organizations by providing them a digital presence to communicate, share impact, and acknowledge the positive work happening for the community. Many nonprofit organizations use technology for record keeping and reaching a larger population to build more connections. Technology should not replace personal interactions, but used as a tool for nonprofit leaders to connect and enhance…

Accountability should be thought of in two ways: accountability to whom and accountability for what. In terms of whom, three groups—funders, staff, and beneficiaries and communities—expect nonprofits to be accountable to them. Accountability for what includes finances and governance, which focus on compliance, and performance and mission, which are about demonstrating short and long term progress toward addressing social problems. Accountability can actually be made strategic by seeking and sharing information to help a nonprofit achieve its long-term goals.
Since the public expects higher ethical standards from nonprofits than commercial organizations, falling short on either accountability or mission can lead to diminished impact and organizational collapse. In the face of limited financial and human resources, how can nonprofit leaders balance accountability efforts and mission-focused work?

Assess trust levels

Making wise decisions about allocating resources to mission or…