Next Stage - Social Impact Services

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Design a Call-To-Action Campaign That Actually Works: 4 Key Tips

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Last month, we explored how nonprofits can move beyond reactionary messaging by sharpening their value proposition and communicating with greater intentionality. We argued that it’s time to stop speaking into the void and instead engage with purpose.

This month, we’re following that post with something practical — how to design a call-to-action campaign that cuts through the noise. Not a crisis campaign. Not a one-time emergency ask. But a thoughtful, intentional effort to grow your base of support in a way that aligns with your mission and builds trust over time.

Read on for four essential components of a successful campaign strategy:

1. Narrow Your Audience

You’ve got a mission that matters, and you want more people to care about it. So, you broadcast your message as widely as possible, hoping it sticks. But in a world saturated with content, a general message will almost always get lost.

This age-old adage still rings true: when you speak to everyone, you speak to no one.

Narrow your communication efforts to specific audiences. Who are you trying to reach? And what do you want them to do as a result?

Is this a campaign to acquire new supporters? Reengage lapsed donors? Recruit volunteers? Establish credibility with institutional funders? Each of those calls to action requires a different message.

Because even if your mission impacts “everyone,” your campaign shouldn’t try to. The narrower your target audience, the more tailored your message can be, and the more likely it is to resonate.

2. Align Messaging with the Call to Action

Many nonprofit campaigns jump straight to a request for financial support. And while that may be the ultimate goal, it’s rarely the right first ask. Once you’ve identified your audience, craft messaging that meets them where they are.

This is especially true if you’re trying to bring new people into your ecosystem. For that to work, you’ll need to do some trust-building first. The better approach is to design a message funnel that starts with low-barrier engagement — a social follow, event registration, or newsletter signup — and then gradually deepens over time.

Your messaging should support this progression. That means:

  • Leading with values and impact, not just needs and gaps.
  • Speaking in human terms, not organizational jargon.
  • Clearly articulating how someone can get involved — and why it matters.

Most importantly, the call to action should feel proportionate to the audience’s current level of engagement. Asking for $100 from someone who’s never heard of you is a long shot. But inviting them to learn more, attend something, or connect with others? That’s a lot more doable — and a better long-term bet.

3. Choose Platforms and Creative That Match the Audience and Message

We see organizations decide they need to run a “video” or a “social campaign” without considering whether that’s the right fit for their audience or call to action. Just because TikTok exists doesn’t mean your audience is on it. Just because email is free doesn’t mean it’s your best option.

Start with your audience: Where do they already spend time? What kinds of messages do they engage with? What inspires them to act? This is where narrowing your audience comes in handy. It’s difficult to make these decisions if you’re defining your target audiences too broadly.

Next, design creative that feels like it belongs in that space. That might mean:

  • A short video that humanizes your mission with powerful storytelling
  • A carousel post that breaks down a complex idea in a visual way
  • A series of emails that take someone on a journey of learning and engagement
  • A physical postcard or invitation that feels personal and compelling

Remember: consistency is more important than perfection. A campaign doesn’t need to go viral — it needs to be clear, consistent, and repeated enough to make an impression.

4. Follow Up and Deepen the Relationship

The best call-to-action campaigns are not designed as one-offs — they are doorways.

When someone takes that first step, whether it’s signing up, attending, donating, or sharing, what happens next? Do they get a thank-you? An impact story? A real opportunity to stay connected? Or do they fall into the void, never to hear from you again?

This is why movement-building is so crucial. Every interaction, no matter how small, presents an opportunity for your organization to strengthen your relationship with your target audience while also creating opportunities for people to connect.

Because people are seeking belonging, and social good organizations are well-positioned to foster it. But that will only happen if you set out to make it a measurable outcome. When you follow up with intention and create space for shared experience and purpose, you begin to build something far more powerful than a donor file. You build a community.

The Bottom Line

Every nonprofit campaign should be designed with purpose — anchored in strategy, tailored to your audience, and built for relationship.

If your organization is ready to design a call-to-action campaign that cuts through the noise and fosters long-term support, we’d love to help. Drop us a line.

Because the future belongs to those who design it — one call to action at a time.

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Beyond Crisis Messaging: How Nonprofits Can Cut Through the Noise

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When everyone is asking for help, lasting impact comes from inviting participation rather than requesting rescue.

A wave of financial instability is building across the nonprofit sector. Policy changes are threatening major funding streams, and health and human services organizations are bracing for the ripple effects of government contraction that could have long-term implications on their operations, staffing, and programmatic impact.

In response, many organizations are preparing to shift their focus to private philanthropy. The hope is to “close the gap” before budgets go underwater, but there’s a real risk this strategy could backfire.

As many local nonprofits activate crisis messaging at once, the volume of appeal communications will reach levels that are hard to process. Because although each organization will tell its story with clarity and conviction, with urgent messaging that highlights clear consequences should support fall short, the reality is, there are only so many donors.

And perhaps more concerning in the current climate, there’s only so much attention and emotional energy available.

A recent system leader put it bluntly: Fundraising in this environment is like trying to fill an empty swimming pool with a Dixie cup. Point blank, there’s simply insufficient capacity in the private sector to make up for public sector shortfalls. 

While the instinct to sound the alarm is understandable, organizations that lean too heavily into crisis messaging may inadvertently push away the very people they’re trying to reach. 

So what if there was a different way?

Read on to learn how nonprofits can “cut through the noise” by centering community strength and inviting genuine partnership — even in the most challenging times.

When Crisis Messaging Becomes the Default

In times of uncertainty, organizations often fall back on communicating urgent need. Appeals become centered on organizational survival, painting a picture of programs at risk and community members who could go unserved.

However, need-based, organization-centric appeals are often not fully effective. While they may generate a short-term giving boost, messaging that frames a nonprofit as a central character needing the public to come to its aid changes the dynamics of relationship-building. Constituents must become saviors. Donors simply become a means to an end.

Over time, this approach can fatigue even the most loyal supporters. 

And we’re already seeing signs of community disengagement. Across the board, people are pulling back from civic involvement. Because when people feel overwhelmed by societal pressures, they seek distance and distraction. That’s why a steady stream of crisis communications, no matter how well-intended, can increase that desire to retreat.

The good news is that nonprofits have something commercial brands spend millions trying to create: authentic purpose that naturally brings people together. So by making small shifts in how you talk about your work — focusing on possibility rather than peril — organizations like yours can build deeper, more sustainable relationships with your supporters. 

Centering People, Not Programs

Next Stage’s approach to brand marketing is rooted in the belief that nonprofits are uniquely positioned to foster connection, belonging, and shared purpose. The challenge is to ensure marketing efforts reflect that dynamic.

We’ve adapted Donald Miller’s StoryBrand framework for social good institutions in a service line we call Movement-Building Brand Marketing. This approach uses the “hero’s journey” narrative structure to position the person hearing the message as the protagonist in their own story.

Movement-building brand marketing assumes that the people you serve, and those who support your work, are already on their own unique paths to creating change. Your organization becomes the “hero’s guide” who helps them stay on course — introducing them to others on the journey, creating opportunities for collective action, and reminding them they’re not alone.

When organizations market through this lens, stories highlight resilience rather than scarcity. Campaigns focus on what’s possible rather than what may be lost. And people receiving the message are treated as active participants rather than sideline observers.

What to Do Now: A Practical Starting Point

Here are three simple shifts you can make in your nonprofit’s communication strategy to help cut through the noise and make a positive first impression with new constituents and donors:

1. Affirm community strength in your messaging. Start with what’s already working. Shine a light on the grit, creativity, and determination of the people you serve. Let your storytelling reflect forward motion, even in the face of difficulty. Crisis communication tends to highlight need rather than showcase a can-do attitude in the face of adversity. Find ways to be strengths-based rather than deficit-based in your communication.

Instead of: Food insecurity is at an all-time high, and we’re struggling to keep up with demand. Without your help, families will go hungry this winter.

Try: Local families are finding creative ways to stretch their budgets and support each other through these tough times. Your partnership helps us amplify their resourcefulness by connecting them with fresh produce and cooking classes that build long-term food security.

2. Invite participation rather than transactions. Campaigns rooted in shared values tend to be more sustainable than those focused on crisis response. Consider the long-term relationship you want to build with your audience and develop messaging that invites them to join you (and others) in advancing a cause rather than solving a funding problem. Being part of a growing movement of caring people fosters a greater sense of purpose than having a one-to-one relationship built on the need for a financial contribution. 

Instead of: We need $50,000 by December 31 or we’ll have to cut our after-school program. Can you help us reach our goal?

Try: Join hundreds of neighbors who believe every child deserves a safe place to learn and grow after school. Together, we’re building a community where working parents can thrive knowing their kids are supported, engaged, and developing skills for their future.

3. Focus on alignment, not comparison. Acknowledge the larger ecosystem in which you operate. Instead of arguing for your organization’s singular importance, emphasize the role you play within a broader community of partners. By lifting up your role in collaboration, you position the donor or funder in a role of catalytic action.

Instead of: As the only organization providing mental health services to teens in our region, we’re uniquely positioned to address the youth mental health crisis. Without us, these kids have nowhere else to turn.

Try: Your support helps us collaborate with schools, healthcare providers, and peer organizations to create a comprehensive network of mental health support for teens. Together with our partners, we’re ensuring young people have multiple pathways to healing and resilience.

Preparing for the Surge

If early indicators hold true, the back half of 2025 will bring a surge of appeals from nonprofits, particularly in health, housing, food access, and other safety net sectors. 

As we enter this time of intense competition for attention, the instinct will be to lean into that urgency. But without thoughtful framing, your marketing’s call to actions may blend into the crowd or unintentionally contribute to a sense of futility — another wave of worthy causes crashing into supporters’ minds already awash with overwhelm.

So we encourage you to pause and consider your marketing approach. Ask yourself what story you’re telling and who you’re centering in that story. Ground your communication in belonging, community, and possibility.

The needs are real, but so is the strength of the people you serve. Let your brand reflect that. And let us know if we can help.

:mega: Help Shape the Future of Nonprofit Communications

We’re continuing our 2025 nonprofit leadership survey series to better understand how social good organizations are navigating today’s uncertain operating climate.

Join your fellow nonprofit colleagues and make your voice heard by taking a brief survey on the current state of fundraising communications. Your input will help inform strategies for digital engagement and donor activation, and we look forward to sharing those insights with you and the broader nonprofit community soon.

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Dipping from the Same Well: Why Finding and Retaining Board Members Is Getting Harder

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For many nonprofits, June brings the end of the organization’s fiscal year. It’s a time when organizational leaders are deep in the process of approving budgets, planning summer retreats, and preparing for a new set of challenges in the year to come. 

This season also serves to activate the annual reset of board rosters and committee assignments. For nonprofits that follow a calendar-year nomination process, summer is the time to assess who will be leaving and what gaps will need to be filled. And that task seems to be getting more difficult.

At Next Stage, we’re digging into this governance challenge as part of our broader nonprofit leader listening series. Our current survey focuses on board engagement, and we’re eager to hear from both executive teams and board leaders. Please consider sharing your perspective and forwarding the survey to your governance committee or board chair to help ensure the findings are grounded in a diversity of voices.

But before diving into the data, it’s important to set the stage. Because we’re observing how leadership is evolving in real time, shaped by growing uncertainty and mounting pressure on the systems designed to support sound decision-making.

The Challenge of Recruitment

Serving on a nonprofit board has never been an easy ask. It requires a commitment of time, energy, and personal capital; the kind of service that doesn’t always show up on a résumé or come with applause. And yet, it’s long been a vital part of the social contract for those in positions of influence and capacity. It’s a way to contribute to the greater good by providing oversight and strategic guidance to institutions that serve the public.

Lately, though, the pool of people willing to take on that responsibility seems to be shrinking. Nominating committees are spending more time recruiting. Executive directors are voicing concern about lagging engagement and unclear expectations. And in some cases, boards are operating well below their full complement; not by choice, but by default.

What’s driving this shift? Part of it may simply be math. Each year, thousands of new nonprofits are launched across the country, and each one requires at least a handful of board members to satisfy basic IRS requirements. Add to that the growing number of advisory councils, task forces, homeowner associations, PTAs, and professional associations — each with its own board, its own meetings, its own call for service — and you begin to understand the larger context. We’re drawing from the same well of talent, but more buckets are being dipped.

At the same time, people are recalibrating how and where they spend their time. The post-pandemic world has prompted a new clarity around bandwidth. A growing number of would-be board members are either stretched too thin or opting out altogether, choosing more flexible forms of volunteerism or simply declining the request when it comes. 

This has also gotten worse in recent months, as people who would normally lean into community needs are instead sitting this moment out. The politicized environment, coupled with real concerns for the economy, is having a chilling effect on civic engagement. It’s reflected in diminished audiences for cultural institutions, lower-than-expected attendance at fundraising events, and sluggish response rates to digital calls-to-action. A general malaise has settled into social good, and it spells trouble given the enormity of the task ahead.

What’s at Stake

This would all be less concerning if boards were being asked to do less. But in fact, the opposite is true. The road ahead for nonprofit organizations is full of complexity, and boards will play a central role in navigating it.

We believe three key issues will dominate nonprofit boardrooms in the months ahead:

  • Budget Shortfalls. First and foremost, revenue uncertainty is real. While it may still feel like the early click-clack of a wooden roller coaster climbing the first hill, the signals of an impending plunge are hard to ignore. Pandemic-era funding is drying up. Major donors are re-evaluating their portfolios. State and local governments are signaling pullbacks and reprioritization as a result of federal policy changes. For many nonprofits, this will be the first real budget reckoning in years, and boards will be tasked with making sense of it all. That includes recalibrating fundraising strategies, reviewing reserve policies, and approving cuts that will impact the communities they serve.
  • Leadership Transitions. Executive turnover is an inevitable part of organizational life, but it can feel more disruptive when layered on top of other changes. The executive turnover that was predicted five years ago is beginning to show up in practice. Executive directors and CEOs who led organizations through the pandemic are stepping away. Burnout is real, and for some, the time has come to pass the baton. In those moments, the board must be ready to not only hire a new leader but to stabilize the organization during a period of change, reassure staff and donors, and provide vision and clarity amid transition.
  • Strategic Integrations. We’re hearing more and more interest in integration, including collaborative ventures, shared back-office services, co-location strategies, and full-on mergers. These ideas require careful consideration, risk assessment, and a vision for what could be gained or lost. Board members will be asked to engage in that ambiguity, serving on working groups that require extra meetings and reflective critical thinking. That’s a tall order for even the most committed volunteers, especially while their own sectors and industries wrestle with the impact of tariffs and policy change.

The Skills That Matter Now

Board service has always called for dedication. But what’s needed now is something more. We need board members who have the time to meaningfully engage, who bring expertise in finance, strategy, fundraising, and organizational health. We need board members who lead with empathy, who understand the real impact of their decisions, and who are willing to show up during difficult seasons.

Above all, we need board members who care. 

These skills are available. The people who can lead nonprofits through these challenges are out there, but they must be cultivated, invited, supported, and equipped. This work takes time and requires a strong board culture, clear expectations, and a governance committee that takes its charge seriously.

What Comes Next

If this all sounds like a big ask, that’s because it is. But the alternative is to let boards drift toward ineffectiveness at a time when organizations need them most.

Next month, we’ll publish the findings from our current survey on board engagement, along with actionable recommendations for strengthening your own board.

Please consider completing the survey if you haven’t already. Your experience matters, and your response will help shape the future of nonprofit governance.

Take the 2-minute survey now.

Next Stage CEO Josh Jacobson launched Next Stage as a social enterprise in 2014, bridging his professional experiences as a nonprofit practitioner with his consulting expertise. He has led Next Stage’s work with 225+ clients, including nonprofits, private-sector companies, municipalities, faith institutions, philanthropies, and community-based organizations. Josh’s skills in strategic positioning and tactical design help clients achieve their goals. He guides Next Stage’s work in strategic planning and collaboration management and is a major contributor to the company’s thought leadership efforts.

See a comprehensive report of our previous nonprofit leader survey results here, and follow us on social media to stay in the loop on future findings.

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3 Strategies to Build Organizational Resilience in Uncertain Times

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At Next Stage, we’re always listening for the signals beneath the noise. And right now, those signals are blaring.

We recently surveyed nonprofit and social good leaders to better understand how today’s political and economic shifts are impacting organizations on the ground. Among 57 respondents, 96% shared that they are struggling with pressing concerns that have already impacted, or are anticipated to impact, their institutions, and 67% of respondents cited financial instability as their top concern. 

A graph that shows the top concerns cited by nonprofit leaders.

For a full report on our findings, click here.

From potential cuts to Medicaid, HUD, and DOE funding to uncertainty around state and local municipality spending in the wake of these cuts, the effects of federal policy changes are immediate and, in many cases, destabilizing.

This is a crisis, full stop. And its ripple effects are showing up in breakroom conversations, Zoom calls, and staff meetings. The stress of so many unknowns, paired with the near-daily disruption of policy change, is wearing on teams — especially those working closest to vulnerable communities. Internal culture is under strain, and social good leaders must respond. 

People are tired and stretched thin. And the hardest part? We may only be at the beginning of what could be a prolonged period of disruption.

Though the challenges ahead may seem daunting, history has shown that mission-driven organizations often find their greatest innovation and community impact during periods of adversity, especially when they invest in their people and culture.

Here are 3 ways to take action today:

1. Create Space for Honest Dialogue

Many staff members are carrying anxiety — about their jobs, the communities they serve, and the future of their organization. It’s tempting to try to shield teams from instability, but silence can breed more fear than transparency. Simply naming the uncertainty can go a long way in maintaining trust and cohesion.

This is particularly true for the people on the front lines of your program delivery — those most proximate to the needs your institution aims to address. Creating opportunities to listen to your employees is something we advocate for through our Community Voice work because it’s a powerful way to build a sense of belonging within your organization, which can help strengthen organizational culture and retain staff.

So aim to create intentional moments for dialogue. Host monthly listening sessions where staff can ask questions and share concerns. If you’re not ready for whole-group conversations, start with anonymous feedback tools that give employees a place to safely speak their minds. It can be as simple as a suggestion or question box in the break room or regular office hours for private conversations. The key is to always close the loop by acknowledging what you’ve heard and outlining what actions (if any) you’ll take.

2. Reaffirm Your Organizational Values

Are your values and guiding principles negotiable? That’s the question many leaders are grappling with, especially as language around diversity, equity, inclusion, and belonging (DEIB) is increasingly politicized. Some funders are distancing themselves from terms that were once celebrated. But changing your language doesn’t mean changing your values.

To keep your team grounded and aligned, consider revisiting your values statements as a group. Facilitate a conversation about what’s essential and nonnegotiable. Turn those into a clear and simple “Values-in-Action” document that can guide communications, grant writing, and external messaging. When everyone is on the same page, it’s easier to move forward with integrity and unity, even in challenging times.

Something to keep in mind: creating an appropriate response to current conditions will be a unique process for each institution. An organization’s size, mission focus, and funding sources will all affect its risk tolerance and next steps.

As you prepare for these important internal conversations, here are two pieces of information to consider:

  • Rev. Bernice A. King (daughter of Martin Luther King Jr.) recently offered valuable advice for nonprofits feeling threatened: remain attuned to the federal government while strategizing quietly and choose language carefully. As she notes, “Everybody has to start looking at language. It doesn’t mean you have to do away with your core mission, but you’re going to have to wordsmith to get through this season… people are going to have to look at ways to be creative.”

No matter what approach you take with your messaging, the key is aligning your team. Because when your team rallies around clearly articulated values, you create a resilient organizational culture that can weather external pressures while staying true to your mission’s heart — regardless of the terminology you choose to express it.

3. Build Confidence Through Contingency Planning

When the future feels uncertain, preparation is a powerful antidote to fear. It’s not about having all the answers, but it is about showing your team that you’re thinking ahead.

Start by outlining a few “what-if” scenarios tied to your current funding structure and program delivery. Bring in department leads or cross-functional teams to help develop response strategies. Consider creating a short internal playbook with draft responses, decision-making frameworks, and communication plans. Even small steps, like naming a contingency planning team or conducting a tabletop exercise, can reassure staff that leadership is proactive and not reactive.

To help shape these efforts, check out resources like this one from Bridgespan. Want more hands-on guidance? Reach out today to see how our team can help.

Above all, we think a key to navigating the future will be collaboration, and that includes partnering with your internal team to wayfind together. Now is not the time for “heroic leadership” — instead, incorporate your direct reports to ensure they feel seen, heard, connected, and inspired to tackle what is coming next. 

Nonprofit leaders: We believe in your courage. We believe in your determination not to let the future be written for you.

That’s why we invite you to continue this learning journey with us through our monthly 2-minute survey series. Because this conversation is just getting started, and your voice is needed to help shape effective solutions for the nonprofit community.

Up next, we’re exploring how external challenges are affecting internal operations and staff. 

See a comprehensive report of last month’s survey results here, and follow us on social media to stay in the loop on future findings.

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Collaboration in Crisis: Why We Need Each Other More Than Ever

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The nonprofit and social impact sector is bracing for a new kind of crisis — one driven not by a sudden disaster, but by the slow erosion of federal funding for health, human services, and conservation efforts. The trickle-down effect will be widespread, creating a chain reaction of funding realignments, unexpected shortfalls, and increased competition for limited resources.

For many organizations, these budget shifts won’t be a distant concern — they’ll be an immediate existential threat. Many providing direct services will find themselves forced to justify their existence, making the case for why food access should take priority over education, or why housing deserves investment over healthcare. But this is a false choice. These issues are not isolated — they are interconnected, part of what we at Next Stage call the social drivers of everything.

No single mission stands alone. The success of any individual — or an entire community — relies on the work of many. And that’s exactly why social good collaborations are no longer optional. They’re a necessity.

Crisis as a Catalyst for Collective Action

Next Stage is motivated to support collaboration for exactly this reason, and our work to advance collective efforts is becoming a bigger part of our company’s service offerings.

Given the importance of collaboration to the funding community, one might expect a more expansive body of evidence-based research advocating for it. The Sustained Collaboration Network makes a compelling case for social good collaborations in their 2024 report, Nurturing Nonprofit Collaborations: Insights for Philanthropic Funders. Of the 45 collaborations studied, 73% demonstrated quantifiable success, reinforcing the effectiveness of collective approaches.

Unfortunately, it often takes a crisis to bring people together to collaborate. When a hurricane decimates a community or an earthquake shakes the infrastructure of a city, the institutions positioned to help leap into action. No one is debating mission creep or defending their funding sources when a crisis is actively causing harm.

Our passion for collaboration was forged in the early days of the COVID-19 pandemic — another crisis that taught us a lot about the interrelationship of social impact. It proved the importance of neighborhood-level trust brokers — community-based organizations (CBOs) that serve as a critical bridge to ensuring the delivery of services (and vaccines) to disinvested community members uncertain of who to trust. Our communities were forever changed by the pandemic, with CBOs now firmly positioned as a critical link in the supply chain of social good.

The Next Crisis Is Already Here

The dismantling of America’s social safety net is happening with record speed. Government and nonprofit service providers alike are preparing for significant funding cuts that will negatively impact individuals living below the poverty line (and this is to say nothing of the global impact of dismantling USAID, but that is a blog for another time).

Like a rollercoaster approaching the zenith of its incline, we’re preparing ourselves for the uncertainty of the plummet still to come. If only we could transport ourselves a few years in the future where, with the benefit of hindsight, we’d be able to offer counsel to each other. We might share the following as advice:

  1. Leverage preexisting relationships. The hardest time to build trust is in the middle of a crisis. Your best bet is to tap into partners where there’s already a history of working together. That being said, if you haven’t yet mapped out your ecosystem of collaborators, now is the time. Identify organizations in your network with complementary missions and aligned values, and work to deepen those relationships. The strongest collaborations don’t start with formal agreements — they begin with mutual trust and a willingness to support one another.
  2. Develop your communication carefully. Organizations can fall into the trap of positioning their funding crisis as the main headline rather than the outcomes of their services. The sudden loss of funding makes for a compelling news story, but it typically doesn’t motivate generosity the way human-centered storytelling can. Donors, funders, and stakeholders need to understand the people behind the numbers — the lives changed, the impact made, and the ripple effects of the work. Now’s the time to refine messaging, ensuring that your organization’s value is clear, compelling, and easy to articulate.
  3. Manage for now, but plan for the future. While the need in front of us feels urgent and visceral, it’s important to take the long view. Your institution is likely going to need to manage change and make difficult decisions in the months and years to come. But keep in mind that an inspirational vision is among your most important assets. In times of uncertainty, people follow leaders who offer more than just stability — they follow those who can paint a picture of what’s possible. Even as you navigate immediate financial challenges, stay focused on the bigger picture. What does success look like five years from now? How can your organization evolve to meet the changing landscape?

 

A Time for Collaboration, Not Competition

We’re approaching an inflection point. The months ahead will test organizations in ways they may not yet fully understand. But if there’s one lesson to be learned from past crises, it’s this: no one wins by going it alone.

No single mission is most important, because the success of any service provider is dependent on the work of others. Collaboration is not just a strategy for survival — it’s the best way to drive meaningful, sustainable impact.

This isn’t the time for territorialism or scarcity mindsets. It’s a moment to double down on partnerships, lean into collective solutions, and recognize that our greatest strength has always been — and will always be — each other. The question isn’t whether collaboration is necessary. The question is whether we’ll embrace it before the crisis forces us to, and if the lessons learned will lead to a permanent change to how social good gets done.

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