Trust, People And Partnerships: Cornerstones During Times of Disruption

Disruption is nothing new for nonprofit executives.

Shifts in government policies, fluctuating economic conditions, natural disasters, health crises and evolving donor priorities have only strengthened our ability to innovate, operate and survive.

As we move through 2025, nonprofit leaders must be steadfast with our agility – staying informed, processing new information through a clear lens and remaining committed to our goals while being adaptable in achieving them.

Most importantly, we can’t be lured into having kneejerk reactions to the proposed changes of the day. Instead, we must stay the course and focus on what’s important – the solutions that will move our communities forward.

Thankfully, faith in mission-focused organizations is at an all-time high. An Independent Sector report showed that trust in nonprofits increased by five percentage points to 57% in the last year. Respondents had more confidence in nonprofits than big business, the federal government or the media to make a positive difference.

While we can’t take this trust for granted, it does give us opportunities to double down on what we do best: doing good for the people we strive to uplift.

At the same time, since nonprofit organizations are vital to economic resilience, we should continue educating donors and stakeholders on the complexities of our business models. And with the long-term effects of federal policy changes and increased inflation looming, we must proactively anticipate growing needs and secure sustainable funding solutions to bolster our work.

Public-private partnerships will be critical in stabilizing communities, particularly those facing economic uncertainty. For example, considering potential disruptions or halts to volatile federal funding, engaging in public-private partnerships that uphold values similar to our organizations will be essential for both addressing immediate challenges and fostering long-term solutions.

Partnerships with local, state, and federal agencies, as well as entrepreneurs, regional businesses and Fortune 500 companies that believe in Corporate Social Responsibility, have helped nonprofits prove their resilience and ingenuity to adapt.

Likewise, advocating for unrestricted funding and flexible resources, while always important, will increase in value as we look to shore up mission-critical programs and respond to evolving community needs.

In addition to financial capacity, there is a notable opportunity to engage the business community through partnerships supporting economic development and workforce sustainability. Moving forward, the focus should center on long-term community investment, fostering collaboration and driving catalytic change to ensure enduring positive outcomes.

Policy shifts will likely exacerbate financial instability and increase the demand for support from our organizations. Ensuring those who need our help continue to receive it will always be our priority.

Our North Star should be the fact that people, not just dollars, sustain us. Regardless of religious beliefs or personal backgrounds, we as leaders of mission-focused organizations are guided by a moral compass to lift our neighbors in need.

So much more than organizational entities, nonprofits are made up of neighbors, friends and community members working tirelessly to bring to bear their vision of a better world. People-powered and community-driven solutions are the most efficient use of resources and what will create the most lasting impact.

After all, it is contributions of time, treasure and talent that allow us to provide meals to those who are hungry, give students more opportunities to explore high-paying, high-demand career options and equip families with the financial knowledge and economic opportunities to stretch every dollar.

So, as we continue navigating this year, it will be dedicated individuals, volunteers, donors and partners – the people — who drive the most meaningful change.

 After all, while the government can help us go wide, nonprofits and academic institutions can allow us to go deep, and the private sector can assist us in going fast, if we want to go far, we must go together.

*****

Rosie Allen-Herring, MBA, is president and CEO of the United Way of the National Capital Area.