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The length of a nonprofit strategic plan depends on your organization's goals, resources, and stage of growth. Learn how to determine the right planning horizon for lasting impact.

Unlocking Powerful Insights from Your Community

A community needs assessment is a structured process nonprofits use to identify the most pressing needs, strengths, and priorities within the communities they serve. It combines stakeholder input, demographic research, interviews, surveys, and other data to help organizations make better strategic decisions.

Nonprofits exist to solve problems, create opportunities, and improve lives. But communities are constantly changing. Demographics shift. New challenges emerge. Funding priorities evolve. What mattered five years ago may not be the community's greatest need today.

That creates an important leadership question:

The newly released Giving USA 2026 report offers nonprofit leaders a clear message: generosity remained strong in 2025, but the way generosity is showing up is changing. For nonprofit leaders, the report reinforces the importance of strengthening major gifts, planned giving, and long-term donor relationships alongside annual giving.

Total charitable giving in the United States reached an estimated $617.2 billion in 2025, surpassing the $600 billion mark for the first time. That represents a 5.7% increase in current dollars and a 3.0% increase after adjusting for inflation.

For nonprofit leaders, the headline is encouraging. But the deeper story is more strategic: giving grew across nearly every source and recipient category, financial markets played an important role, household confidence may have tempered some giving, and bequests grew at a striking pace that may signal the timely release of the Great Wealth Transfer.

The best way to prepare for year-end fundraising is to start months before your first appeal. Successful nonprofits use the summer to evaluate fundraising performance, strengthen donor stewardship, gather compelling stories, build a communications calendar, and develop a clear year-end fundraising plan. Those early investments often lead to stronger donor relationships and better fundraising results.

This may not feel like the time to think about year-end. Summer is in full swing, many people are taking well deserved vacations, and year end fundraising may feel like something that can wait until fall. Yet, as any seasoned fundraiser knows, some of the strongest fundraising campaigns begin taking shape long before the first holiday appeal is written.

The organizations that consistently finish the year strong are rarely the ones scrambling to create a plan in November. More often, they are the organizations that use the quieter months of summer to strengthen donor relationships, gather meaningful stories, and thoughtfully prepare for the busiest fundraising season of the year.

So, while "Christmas in July" may sound like a fun retail promotion, there is actually a valuable lesson for nonprofit leaders. July is the perfect time to begin thinking about your year-end campaign goals and what you can do now to set yourself up for success.

Would your campaign benefit from a volunteer leader who is willing to open up their personal relationships and reputation to support your mission?

Imagine someone who introduces your organization to their network, hosts gatherings, and personally invites friends and colleagues to invest in your vision. That person is not a paid spokesperson or a passing supporter. They are a Campaign Ambassador.

In a capital campaign, campaign ambassadors are one of the most powerful volunteer roles you can cultivate. When thoughtfully recruited and supported, these volunteers expand your campaign’s reach, deepen its credibility, and help inspire significant philanthropic support. They are not just “nice to have.” They are a critical component of campaign success.

There’s always a beautiful moment when a significant gift is finalized. The commitment is made. The vision moves forward. The campaign number goes up! The excitement is real.

Recently I listened to a webinar filled with statistics.

• Repeat donor retention was down.

• New donor retention was down.

• Lapsed donor recapture was down.

(I was relieved to see overall giving is up slightly! Yay!)

The news made me think about what we can do to change the trajectory of the numbers and build operational security for our organizations.

The answer is stewardship. Intentional, meaningful stewardship can create lifetime donors with a strong attachment to our mission and cause.

Are your capital projects connected to your strategic priorities?

Let’s consider a new dining hall project at a resident camp. Is this project strategic, or simply reactive to growth in campers or the declining state of the building? This example drives home the importance of using a strategic framework to guide capital projects. Too often, nonprofits begin with a perceived need rather than a strategic imperative.

Capital planning and master planning for facilities flow from strategy… not the other way around.

Recently passed tax legislation will bring significant changes to charitable giving starting in 2026, creating both opportunities and challenges for donors across all income levels. Understanding these changes now could help you thoughtfully guide your donors through this altered landscape as they plan their year-end giving.

When setting fundraising goals—whether for annual contributed revenue or a multi-year campaign—many organizations default to looking at past performance. But here’s the thing: basing your goals only on what’s been done before can be limiting.