Every summer, Giving USA’s annual report gives us a fresh look at the state of philanthropy. Many nonprofit leaders ask, What does this mean for us? It's an important question, but the one that helps drive decisions is, What should we do with this information?

As the most comprehensive report on philanthropic giving in our nation, Giving USA helps us understand where philanthropy has been, where it's moving and the broader trends shaping the sector. While it doesn't necessarily tell you exactly what your organization should do, it does provide something every leader needs: context, grounded in real data. I believe this leads to the most impactful decisions we can make in the work to drive mission impact.

In the nonprofit world, relationships fuel impact. Whether you’re launching a new program, expanding your reach or simply keeping your mission moving forward, finding the right supporters is essential. But effective fundraising isn’t just about asking; it’s about understanding. That’s where prospect research comes in.  

Effective prospect research helps nonprofits identify individuals, corporations and foundations that not only have the capacity to give, but also have genuine interest and alignment with the organization’s mission. With thoughtful research, fundraisers can craft personalized outreach, strengthen donor relationships and ultimately raise more sustainable support.  

As the Presenting Sponsor of this year's DFW Philanthropy In Action Conference, our team chose Impact In Motion as our firm's conference theme. It showed up in our booth, our flyers and even in our 360 photo experience. But as I drove home Wednesday afternoon, I realized our theme had actually taken on a whole new meaning for me. 

In conversations with nonprofit leaders across the sector, I kept hearing the same thing: their organizations are moving forward. They're adapting, growing, solving problems and finding new ways to serve, even when the path ahead isn't simple.  

That's what Impact in Motion came to mean for me. It isn't simply staying busy. It's what happens when leadership, strategy, relationships and execution all move together toward a mission. It's the steady work of building organizations that can continue creating meaningful impact for years to come. 

After 25 years leading campaigns, I've watched countless initiatives achieve their immediate goals only to discover they've burned through their most valuable assets: relationships.  

We celebrate the victory, then wonder why the next campaign starts from scratch, or worse, from a deficit. The most common autopsy of failed campaigns focuses on messaging, timing or resources. But dig deeper, and you'll find the real culprit: relationships treated as extraction points rather than cultivation sites.  

 Organizations view their network as a database to be mined rather than an ecosystem to be nurtured. They mobilize supporters for the urgent ask, then go silent until the next crisis. Each campaign becomes increasingly harder because trust erodes faster than it rebuilds. The complexity is this: campaigns built on strong relational infrastructure achieve more with less friction. When people feel genuinely connected to your work year-round, mobilization isn't a demand; it's an invitation. 

My first introduction to philanthropy occurred long before I officially began working in development. I coordinated marathon teams that raised money for a cause deeply personal to me. This is when I fell in love with fundraising; when I realized how I enjoyed pushing myself to do something hard alongside others who cared about the same outcome.  

There’s a unique bond that forms when you train for a race with a team. As time goes by, you never forget who was beside you in those toughest miles. That shared effort builds trust, deepens relationships and creates a sense of accomplishment that lasts long after the finish line. 

Early in my career, I was fortunate to work for an organization that genuinely valued professional development. As a newbie fundraiser, I made it a priority each year to carve out time to learn, including two summer days attending the DFW Philanthropy in Action Conference hosted by the Dallas and Fort Worth AFP chapters. That first conference was 20 years ago next month, and I still remember furiously scribbling notes in every beginner-track session, realizing in real time just how much I didn’t know yet. 

Over the years, I graduated to advanced sessions, national conferences, workshops and seminars. But the biggest takeaway was never just the content. It was the camaraderie. The shared mindset that learning wasn’t separate from the work. It was the work. Every new idea could be tested, applied and refined. Looking back, those early investments not only sharpened my skills but also built my confidence and helped me find my place in the nonprofit sector.  

As challenging as the landscape has been for many nonprofits lately, there’s encouraging news: volunteering in America is on the rise. 

Gallup reported that 63 percent of Americans volunteered in 2025, with environmental cleanups, food drives and helping at shelters ranking as the top three activities. Notably, many volunteers are opting for short-term, flexible opportunities. The American Red Cross reported that volunteerism increased by 25 percent in 2025, with Gen Z making up the majority of volunteers. Further, corporate social responsibility (CSR) professionals are engaging through their workplaces at a rate of 61 percent, marking the third consecutive year of growth post-pandemic.  

A fund development professional’s resilience is tested in countless ways every day. It shows up when a donor who committed becomes unreachable, when a campaign stalls at 75 percent of its goal, or when a foundation suddenly announces a pause in giving. 

Grit in fundraising isn’t built in the easy wins. It’s revealed in challenging moments like these.  

Grit is often described as sheer determination. But in practice, it’s not about pushing against a closed door with all of your might. Rather, it’s more like working through an escape room: trying different approaches, staying curious and trusting that there is a way forward and a golden key exists; you just haven’t found it yet. 

In many nonprofits, there’s a quiet tension that rarely gets talked about openly. It shows up in budget meetings, campaign planning conversations and year-end projections. It’s the tension between the people responsible for protecting the integrity of the finances and the people responsible for raising them for mission impact.

Hi, I’m M. Gale’s new Controller. That means I’m a number cruncher. I work in finance, and have worked in several nonprofit shops. I’d like to talk about the friction in NPOs that sometimes exists between this role and the role of the frontline fundraisers. 

I remember the first time meeting a donor for a visit. The tour had ended, and the game room was folding itself into the evening: the thump of a basketball, the rattle of a foosball table, kids tugging off their coats and chattering about homework and cartoons. I expected the usual polite goodbyes and expressions of thanks. Instead, the donor sat down on the worn bench beside me and started asking the kids what they’d done that day. One by one, they lit up with half-formed stories, proud grins, the quick joke that only a room full of familiar faces and friends can make. Ten minutes slipped into an hour. 

Dashboards have become the comfort food of nonprofit leadership. Clean charts. Clear metrics. A few clicks and everything looks tidy and under control. I get the appeal because I love a good dashboard more than most people. Give me color coding, shading, conditional formatting, all the little touches that make progress pop off the screen! A smart dashboard gives you actionable next steps, keeps you or your team aligned and lets anyone jump in to add notes or shift priorities. When they are built well, they feel like clarity wrapped in technology. 

Last week, the M. Gale team came together in person for our annual meeting and retreat in Fort Worth, Texas. It was a fantastic two days. Each year, we prioritize this time together to focus on our mission impact. We dedicated our time to 2025 reflections, connecting with each other (and having fun!) and building out our goals and work plans for the year. While this meeting always requires a lot of internal planning, especially as we continue to grow with more consultants coming in from different states, it never fails to leave me energized.  

You may remember that I stepped into my new role of President at M. Gale in July of this year. The past five months have moved quickly, as I’m sure they have for everyone. But, it’s been fast and furious in the best possible way. Today, I find myself slowing down just a bit to reflect on all the moments, both big and small, that have quickly shaped this season of continued growth, innovation and collaboration for our firm. There have been several times that have revealed the strength of our team and the incredible value of true partnership with our nonprofit colleagues.  

In the nonprofit world, the relationship between executive directors and boards is more than just a formal partnership; it's a dynamic dance that can make or break an organization's success. Having served as a nonprofit executive, board member and now working with a talented consulting team, I've experienced the beauty and challenges of this play out from multiple angles. This is especially crucial during times of significant change, where clear communication and mutual understanding are paramount.

It’s a tough time for non-profits right now, from hospitals to schools to museums and homeless shelters, funding losses during the first half of 2025 are real.  A survey conducted by North Texas Community Foundation, Communities Foundation of Texas and The Dallas Foundation recently revealed that North Texas nonprofits have already lost an estimated $127 million this year. It’s hard to predict what your nonprofit can achieve in the face of so many uncertainties. Yet there are things you can do to help bridge the gap when funding is reduced or lost, to prepare your organization for short- and longer-term solutions, and to diversify revenue sources. Unlike the messaging nonprofits needed to communicate during the pandemic, today’s funding issues point to communicating your need to build organizational capacity to weather economic challenges at any time.  

After more than four decades of hands-on professional work, my role at M. Gale is transitioning in a new way. I've moved from Chief Operating Officer to Senior Advisor — a shift that reflects both my personal evolution and how our entire firm is maturing. It's honestly one of the most exciting chapters in my career. 

Working with nonprofit leaders over the years, I've discovered something important: sometimes what they really need is someone who can see new possibilities, ask different questions, and help navigate complex decisions that define their organizations and leadership. Today, my greatest value is bringing creative thinking and a strategic perspective to the challenges that keep nonprofit executives awake at night. 

In this new role, I get to work with our team and some of our nonprofit partners on their most complex organizational challenges. Think of it as being a strategic thinking partner for issues without obvious solutions: navigating change while maintaining mission focus, building change management cultures during growth, or completely reimagining consultation models. This excites me because it taps into my passion and what I've always loved most—those breakthrough moments when creative ideas connect with real organizational dynamics to create possibilities no one saw coming. 

Hi friends! As you know, every summer, Giving USA publishes its annual report with the most comprehensive snapshot of charitable giving in the United States. Earlier this month, the report on 2024 philanthropy was released, and as members of the Giving Institute, M. Gale’s team dove right in. We’re advancing key takeaways in our work and hosting discussions with each other and our partners.

Whatever your role within your nonprofit, I urge you to view the 2025 report as more than just a numbers update as well. It presents a valuable opportunity to engage your full team and empower mission impact. All too often, people read the headlines and stop, and I understand it can be a lot to process. But, now’s the time to proudly put on your data hat and dig in—together.

Here are some ways to tie this year’s Giving USA data into your planning activities.

With a background in Arts Management and Curating, my passion for art is central to my work at M. Gale. Curating, for me, is about storytelling and "preservation as futurism." In essence, it's about being a steward for the stories conveyed through art, much like how nonprofits are entrusted to steward resources from donors and the community to achieve their mission. 

M. Gale, a trusted partner to nonprofits across Texas, the Southwest, and the U.S., today announced a strategic leadership transition. Founder and longtime President Missy Gale has assumed the role of Chief Executive Officer, appointing company veteran Laura Hutyra as president of the firm. Gale, who launched M. Gale in 2009, has led the firm for 16 years, building a reputation for excellence in nonprofit consulting.

I’m sure you’ve heard the words, “quiet or silent” and “public or community” to describe capital campaign phases. And likely, these terms have inspired a variety of responses from your stakeholders and perhaps even yourself. In my experience, these labels can be confusing, and in some cases downright frustrating for board members, volunteers, donors and nonprofit professionals. So, what do they mean, and do they even matter?