Fundraisers all search for the big, mega-donor who will transform their organizations. And while giving from those donor whales increased an estimated 32% during 2024, they are not holding up their end of the bargain.
The top 50 mega-donors contributed $16.2 billion during 2024, but just 19 of the people listed among the 400 richest Americans, according to Forbes magazine, gave enough to qualify as a top 50 mega-donor of a median gift of $100 million, according to the authors of the 164-page, 2025 Philanthropic Landscape, 14th annual such exminations from CCS Fundraising.
Those with at least $1 million in liquid assets, commonly known as high-net-worth individuals (HNWIs), are increasingly leveraging multiple giving vehicles, including foundations and donor-advised funds, to maximize the impact and flexibility of their contributions.
When it comes to technology, Artificial Intelligence (AI) and data tools continue to shift from emerging technologies to essential infrastructure for competitive fundraising. Nearly two-thirds (61%) of nonprofit leaders report some familiarity with AI, but adoption remains limited, as 47% of leaders admit they have not yet responded to it.
High-net-worth donors want to know that their contributions have a lasting, measurable impact. They are increasingly deliberate about which organizations they choose to support, expecting transparency, clear outcomes, and personalized engagement. Nonprofits that build authentic and strategic relationships by inviting high-potential donors into their impact journey will be better positioned to secure sustained major support, according to the authors.
That need for information on impact is not unique to the major donors. Foundations increasingly expect clear, measurable evidence that their funding is driving real change. Nonprofit leaders must build strong data capabilities — not just to meet reporting requirements, but to tell a compelling story of impact. That means identifying meaningful metrics, tracking both quantitative results and qualitative outcomes, and weaving in narratives that bring the data to life, according to the authors.
When foundation leaders were asked if they were considering making any changes to how they operate, 80% said “yes.” The most cited change, reported by 54% of respondents, was to move toward greater collaboration with other funders. This trend toward partnership opens the door for grant-seeking organizations to secure more multi-funder grants, especially those aligned with shared goals or collective impact strategies, according to the authors.
Corporation donors are most responsive when there is strong alignment between their mission and a nonprofit’s impact. Rather than pursuing broad, transactional requests, organizations should prioritize cultivating deeper partnerships with select companies. Demonstrating measurable outcomes, offering meaningful engagement opportunities such as employee volunteer programs, and actively leveraging matching gift initiatives can transform corporate giving from one-off contributions into sustained, strategic support.
The report also includes international data. Europeans donated an average of 0.6% of their total income to charitable causes during 2024, the lowest of any continent. Only 59% of Europeans donated money during 2024, and they supported the narrowest range of causes — an average of 2.5 organizations supported per donor. Despite this, Europe had the highest rate of support for international charities working outside their own countries (15%).
Donors in the Middle East demonstrated notable generosity during 2024, with Qatar, UAE, and Egypt each reporting average giving rates more than 1.9% of total income, placing them among the top global performers. Religious motivations had a particularly powerful effect on giving. Donors who cited religious reasons driving their contributions supported more causes and gave a greater share of total income (2.2%) than others. This region also stood out for its global solidarity. UAE (32%) and Saudi Arabia (29%) led in cross-border humanitarian giving.
This reflects a broader philanthropic posture: Middle Eastern donors were among the most likely to extend their generosity internationally, often prioritizing humanitarian aid and disaster relief abroad.
As the great wealth transfer shifts philanthropic influence from Baby Boomers toward Millennials, nonprofit leaders must diversify their outreach strategies to engage multiple generations effectively. What resonates with older donors often differs from the values and communication preferences of younger supporters. Tailoring engagement approaches, in both messaging and communication channels, to reflect these generational differences will be critical for nonprofit leaders looking to sustain long-term donor relationships and capitalize on emerging giving trends.
To ensure continuity and sustainability, nonprofit leaders should proactively plan for succession by identifying essential leadership skills, assessing internal talent, and creating structures to preserve institutional knowledge. Forming board committees well in advance to manage transitions and framing succession as part of long-term organizational health can help organizations navigate change with greater confidence and resilience.
To see the full report, go to https://www.ccsfundraising.com/insights/philanthropiclandscape/
