Topic: Philanthropy and capital

Five Minutes with… Bonterra

Posted on by Brianna Provenzano

Amidst stagnating rates of charitable giving and volunteering in the U.S., Bonterra — a software company focused on helping nonprofits, foundations, corporations, and beyond scale their impact — has a mission to boost giving and volunteerism to 3% of U.S. GDP by 2033. So, they took a fresh approach to Bonterra’s annual impact report. Developed in partnership with NationSwell, the 2025 Impact Report gives Bonterra’s customers actionable insights on how to empower the “Generosity Generation”: a cross-generational community empowered by technology to unlock time and dollars, in order to increase giving and drive the impact they want to see in the world.

For this installment of Five Minutes With, NationSwell spoke with three key Bonterra leaders to unpack the report’s insights: Ben Miller, SVP of data science and analytics; Kimberly O’Donnell, chief fundraising officer; and Sara Kleinsmith, principal strategist for thought leadership and corporate messaging.

“Collaborating with Bonterra to create their new Impact Report was an inspiring challenge,” said Amy Lee, Chief Strategy Officer at NationSwell. “We worked very closely with Ben, Sara and their team to push beyond standard insights. Bonterra has a wealth of smart insights from its products and relationships, and we wanted to make sure that whatever we included was data-driven, forward-looking and on target for the goal to catalyse a new Generosity Generation.”

We asked the Bonterra team how they blended proprietary data with powerful storytelling to create a tool that goes beyond standard, backward-looking reporting — serving instead as a strategic blueprint for how organizations can rethink, revamp, and re-energize their entire approach to impact with intentionality and inspiration at its core. 

Here’s what they had to say:

NationSwell: Tell us a little bit about what you set out to accomplish with this report. What were your initial goals, and how did they evolve?

Ben Miller, Bonterra: One thing we know about movements is that they aren’t a start and stop experience — they’re ongoing. So when we sat down to think about creating this report, we did it through the lens of building the “Generosity Generation” — a multi-age community of donors, volunteers, funders, and nonprofit leaders that gets activated with the help of technology to respond to crises faster; build lasting relationships; and overcome all of the barriers that have caused charitable giving and volunteering in the US to remain stuck at 2.5% of GDP for over 50 years.

In a way that mirrors what our technology is designed to do, we wanted to create a report that could deliver insights in a faster, more personalized way, and that was an important framework adjustment that served us well. We didn’t spend as much time as we had in the past focusing on the tallies and the totals (although they are still there in the report to substantiate our findings) — we wanted to dive right in. We also added an interactive tool that allows organizations to benchmark themselves against other organizations. 

NationSwell: How did Bonterra’s proprietary data play a role in shaping the report?

Ben Miller, Bonterra: One of our huge strengths is that we have a true data science team, not just data marketing folks. Logan, our chief marketing data analyst, constantly pushed back, saying “there’s nothing here” or “this isn’t strong enough,” and as a result we discarded a lot of findings. You might not see it at first glance, but the analysis was thorough. We only included insights that were statistically sound and actionable. A lot of reports don’t go that deep, but our team basically operates like scientists.

Existing data tells us that only 19.4% of donors give a second gift, but our finding was that once they do, they’re far more likely to stick around. That first 90 days is absolutely critical, but there are also folks who give way later — giving up entirely will likely not serve you in the long run. We also saw that about 10% of donors give after more than a year. So even if someone doesn’t respond in that first 90 days, it doesn’t mean they’re gone; you just have to treat them differently.

Sara Kleinsmith, Bonterra: That ties into another data point: 63% of nonprofits stop after one rejected grant application, but on average it takes 1.24 tries to get funded. So many organizations are missing the chance to go back, learn, refine, and try again. Fundraising is evolving, and there’s a real opportunity in persistence and learning from the first “no.”

Ben Miller, Bonterra: Data shows that only 53% of people trust nonprofits — the lowest that trust has ever been, which is a huge issue. But our research shows that you can use digital to help restore some of the trust and humanity that’s been lost over the years. We saw it in disaster response in particular: people were ready to engage, and digital tools helped nonprofits meet that urgency. So it’s not just about maximizing each channel, it’s about using those channels to build relationships. That’s the core insight: digital doesn’t have to mean disconnected — it can actually bring people closer, if we’re intentional.

NationSwell: What were the internal conversations like on how to strike the right balance between qualitative and quantitative storytelling?

Sara Kleinsmith, Bonterra: We’ve done a lot of customer stories and case studies, so we had strong qualitative storytelling to draw from — our customers at Bonterra have incredible missions and impact. The challenge was linking those stories to the data.

One way we did that was during a recent webinar, when we matched our customers to specific data points and asked them to speak to the proof we wanted to showcase. It became a kind of matching exercise — pairing the mission, the people, and their challenges, like burnout or federal funding cuts, with the insights from Ben’s team. From there, we asked: which customers can speak to this? How is Bonterra helping solve these problems?

Ben Miller, Bonterra: Instead of starting with who we knew and pulling from what was available, we started with the data: who’s doing X really well? Then we went out to those organizations and asked if they’d share their stories. That led to fantastic case studies.

Kimberly O’Donnell, Bonterra: Most impact reports rely on examples people already know are good. What we did was different — we had enough breadth to ask: who’s doing this best, why, and what’s the “secret sauce”? What makes a fundraising campaign or grant program truly transformational?

NationSwell: What were some of the lessons you learned in putting this report together — were there any unexpected obstacles or challenges? How did NationSwell help you to meet those challenges?

Ben Miller, Bonterra: One of the toughest parts was wanting the data to tell the story while also realizing that waiting on the data meant risking not having enough time. We had to pivot together as insights emerged. We’d spot something interesting, ask, “Is there more here?” and then look for supporting organizations.

It was also challenging because we were rigorous. We reviewed the data four or five times, and sometimes had to revise earlier numbers. That could’ve created confusion or mistrust, but instead it fostered transparency and a shared commitment to getting it right.

Internally, we all understood we were working toward something meaningful, and NationSwell played a huge role — the team didn’t push us down a rigid path, they were flexible and helped us shape the right story as the right data came in.

Sara Kleinsmith, Bonterra: We kept revisiting: what comes first, the data or the narrative? At one point, we were curious about generational giving — Gen Z, millennials, boomers, Gen X — who’s giving the most, who should we be reaching? But it was hard to chart that internally. Then Ben had this great idea: instead of age, what if we looked at impact maturity — where someone is on their giving journey? Are they a first-time donor or a lifelong giver?

That shift reframed everything. Rather than focusing on age, we began thinking in terms of giving readiness. It made the concept of the “Generosity Generation” more inclusive — a multi-generational group of givers and doers, each with different motivations and maturity levels.

It felt like a win — something that came out of a shared insight between us, NationSwell, and Ben’s framing. Generational labels can be reductive, but generosity spans all ages. This unlock helped us to better meet people where they are in their giving life.

NationSwell: Based on the report’s insights, what are your call-ins for our membership community when it comes to charitable giving? What feels most important for them to take away from this report?

Kimberly O’Donnell, Bonterra: Our call to action is to digest the data — there are six key takeaways, some relevant to nonprofits, others to funders and corporate partners. Think critically about how your practices compare, and how you might adopt or adapt based on what the findings show.

Sara Kleinsmith, Bonterra: And for anyone creating thought leadership or content — especially those reaching donors, partners, or investors — we’re at a critical point in how we work with AI. Writers, marketers, and creators need to be transparent: How are you using AI? How are you using human creativity alongside it? Customers, donors, and volunteers want to understand that balance. It’s evolving fast, and being clear and thoughtful about it positions you as a leader, no matter your sector.

Kimberly O’Donnell, Bonterra: That ties into how we delivered this impact report — it’s unique. If you’re advising others on their own reports, show how each takeaway connects directly to your audiences in digestible ways. It’s not just about showcasing big impact or good stories. What are the three to six insights you want readers to remember?

Ben Miller, Bonterra: Our big goal is 3% by 2033. We can’t get there alone — we’ll need everyone to contribute. If you’re part of the NationSwell community, join us. Even a 2% improvement across your network, your organization, your campaigns — it all adds up. That’s how we hit the goal: through collective action and shared best practices. That’s what the Generosity Generation is about.

Guaranteed Income + Innovations in Financial Security

Posted on by Brianna Provenzano

Guaranteed income is quickly evolving from bold idea to proven strategy—offering direct support to individuals and families with powerful results. In parallel, new models for delivering benefits, improving financial health, and reducing administrative burdens are helping to build a more resilient, inclusive economy.

On June 24, NationSwell convened a virtual Leader Roundtable dedicated to elevating the most promising innovations — what’s working, why it’s working, and what leaders across sectors need to know as they design or support efforts to scale economic dignity.

Below are some of the most salient takeaways from that event:

Insights:

Scale comes from not just new programs but also shifting existing systems. Explore how to “cashify” more parts of the social systems in place, and make them more equitable e.g. pushing to make large scale programs like TANF (Temporary Assistance for Needy Families) in California to be aligned to guaranteed income principles of ease, no strings, and trust in communities.

Deploy strategic pilots to generate momentum. From Boston to Appalachia, targeted pilots are building political will, seeding narrative change, and giving form to a more just economy. They galvanize support, build coalition muscle, and serve as “proof of concept” for broader policy momentum. With preemptive bills threatening local pilots and federal budget cuts looming, initial wins must be protected while pushing for more humane, equitable public systems. 

Every voice needs to sing the same song, but not the same note. Not every actor needs the same approach, but alignment on principles like dignity, agency, and equity is critical. From child tax credits to baby bonds to safety net reforms, harmony across efforts amplifies impact and drives scalable change.

Evolve with the movement. There is a tried and tested rubric for movement building: Provoke the big idea (e.g. instigate pilots, argue the case in public), Legitimize the idea (e.g. Legal changes, policy shifts, narrative change), and then Win. You may need new team members and new ways of talking about the big idea as you move through these phases. It’s ok if we need to move away from certain phrases over time — e.g. If “guaranteed income” feels politicized in corporate circles; the movement still moves forward.

Use language as leverage. “Every baby deserves a shot at the American dream” may resonate in rooms where “guaranteed income” doesn’t. In polarized environments, accessible, emotionally grounded framing builds bipartisan buy-in and unlocks doors policy can walk through. Policy that respects people’s agency leads to better outcomes and challenges long-standing assumptions about who is deserving.

Lead by scaffolding the movement. Corporate and private funders can play a critical role by supporting data harmonization across pilots, investing in messaging, and acting as connective tissue without wading into policy advocacy directly. They can amplify what’s working and help knit together a fragmented landscape.

Center proximity to those experiencing the challenge to build sustainable and scalable solutions. Conduct listening tours and establish a shared frame of reference among diverse stakeholders. When solutions come from those closest to the challenge, they resonate more deeply and work more effectively. The most resonant stories preserve the relational, community-rooted spirit that birthed them and avoid diluting the dignity at the heart of this work.

Empower fresh voices to drive narrative change. Guaranteed income is making progress but lacks broader understanding and support among the public. To fill this void, The Economic Security Project has recently launched the Economic Futures Cohort to empower a new generation of content creators to put it into their own words. 

Navigating and Adapting to a Changing Landscape

Posted on by Brianna Provenzano

Non-profit leaders are navigating mounting challenges — from funding freezes to attacks on the language they use and the communities they serve — and the need for space to regroup and strategize has never been more urgent.

On May 28, NationSwell convened a group of peer leaders for a candid discussion about how we can be nimble and effective in a swiftly evolving landscape.

Some key insights from the discussion appear below:

Key takeaways:

  • Adopt short-term pragmatism while planning for long-term resilience. Rather than framing strategy around long-term organizational sustainability, several leaders are focusing on short-term adaptability, emphasizing nimble pivots, warm lead cultivation, and realistic budgeting. 
  • Bridge the gap between funder caution and nonprofit urgency. A disconnect persists between what nonprofits need (e.g. more capital, more flexibility) and what funders are offering (e.g. deliberate, slower-moving strategies). Bridging this chasm requires coordinated field-wide messaging, funder education, and intermediaries that can facilitate solution-oriented discussion. 
  • Prioritize transparency and grounded leadership. Executives emphasized the importance of open, honest communication, both within leadership circles and with staff. Being clear about what is known and unknown, while modeling vulnerability, has helped maintain trust, particularly in moments of organizational or funding instability.
  • Normalize nonprofit consolidations and shared infrastructure. In a financially constrained and uncertain landscape, nonprofit leaders are proactively exploring mergers, acquisitions, and structural partnerships. This moment presents an opportunity for funders to support responsible consolidation efforts and shared services that streamline operations and extend impact. 
  • Rethink donor engagement strategies. Leaders are seeing success with listening tours, reframing proposals in response to donor constraints, and rebalancing toward more place-based, community-anchored approaches. These methods help preserve key relationships and open doors for new partnerships.
  • Invest in leadership development as a resilience mechanism. The field is confronting a dual crisis: external funding threats and leadership fatigue. Now is a critical time to support succession planning and mentorship across generations, particularly for rising leaders managing back-to-back shocks early in their careers.
  • Use values alignment as a stabilizing force. Organizations are returning to their core values to navigate ambiguity, realign priorities, and avoid mission drift. Reaffirming organizational identity, especially when facing funding restrictions on identity-centered language, anchors staff morale.
  • Recognize and respond to the emotional toll of continuous crisis. Nonprofit leaders likened the current environment to the early pandemic, marked by confusion, fatigue, and emotional overload. Strategies like all-staff transparency briefings, mental health weeks, and permission to “tap out” reflect an emerging ethos: institutional survival depends on tending to human needs

Impact Next: An interview with Siegel Family Endowment’s Katy Knight

Posted on by Brianna Provenzano

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Katy Knight, Executive Director and President of Siegel Family Endowment.

Greg Behrman, Founder and CEO, NationSwell: What brought you to this moment? What has your journey to becoming a senior impact leader been like?

Katy Knight, Executive Director and President, Siegel Family Endowment: My first job at 14 was as a reading tutor, and later I interned at that same organization. That’s when I discovered the nonprofit world, which felt meaningful to me, even though my family had the usual “doctor or lawyer” expectations. At first, I wanted to start my own nonprofit, but quickly realized there were already plenty out there. When I learned about philanthropy, I was drawn to the idea of investing in social impact ideas, but found there weren’t many entry-level paths into the field. Soinstead I stayed in nonprofit, then moved to Google, which allowed me to work with nonprofits while also learning about how tech could be used for positive impact. Eventually, I left to lead corporate social responsibility at a company called Two Sigma, where I connected with one of the cofounders, David, who was starting a foundation. That opportunity brought together everything I had learned from nonprofits, CSR, and government affairs, which led me becoming the deputy director of the foundation.. 

It wasn’t a traditional path. Through various nonprofit roles, stints at Google, and even catering on the side to make ends meet. Honestly, I had almost given up on working on this side of the table before I finally landed here.

But I had incredible support, especially from my grandmother Angelina, who recently passed away. She always kept it real with me that there would be a lot to overcome in life as a woman of color who didn’t come from a family of money. When we buried her, my great aunt, her sister, grabbed my hand and said, “You know, your grandma thought you would be president of the United States — she believes you can do anything.” That unyielding support is really the kernel of  the seed that she and my mom really nurtured – this belief that, even though it’s going to be really hard, you can do anything you want to do.

Behrman, NationSwell: What would you describe as the North Star of your leadership? Are there any particular principles or philosophies that guide you?

Knight, Siegel Family Endowment: I see my role as helping others grow. Whether as strong individual contributors or future leaders. I believe deeply in giving people the autonomy to try new things, even if it means making mistakes along the way. 

My team jokes about it, but when someone comes to me with a new or unconventional idea, nine times out of ten I’ll say ‘sure, go for it — I don’t need to know any more, just try it and let me know how it works out.’ I’ve learned so much through my own mistakes, and I want people to have the opportunity to be scaffolded, to know what they’re doing, to succeed in their job, but also to try new random novel things and make mistakes on their own so that we can learn and grow together.  I try to walk alongside people across all levels of the organization and stay engaged with them as they evolve in their roles and grow in confidence.

Behrman, NationSwell: As an impact leader, how are you sense-making the current moment? How are you navigating where we are and where we’re going?

Knight, Siegel Family Endowment: We’re living in a moment where everything feels complex and divided, where clear answers are hard to find and shared facts are increasingly rare. When I zoom out, it’s clear this is a historically unique moment. What’s challenging, but important, is serving people across the country who may not share our politics or even understand why philanthropy or social impact matters. What keeps me grounded is our mission: to use technology to ensure everyone has a fair shot in an innovation-driven society. That mission cuts across political and ideological lines. We want to level the playing field for everyone, regardless of their views. Technologyhas played a role in deepening some of the divides we’re facing. But  t I believe we can also use it to help fix what’s broken. I’m trying to hold onto that hope as I make sense of what has happened and what we want to happen for things to be better.

Behrman, NationSwell: Is there anything about the impact strategies, initiatives, or partnership models you’re championing right now that feels particularly unique or differentiated in the field? 

Knight, Siegel Family Endowment: At Siegel, we have a strong focus on infrastructure. But we think of infrastructure broadly: not just bridges and roads, but also the physical, digital, and social systems needed for society to thrive and for everyone to have equal access to opportunity. That perspective shapes our grantmaking. We prioritize efforts that build capacity and durability, beyond just short-term pilots.. 

For example, last year we partnered with the Walton Family Foundation on the Learning Landscapes Challenge. Instead of asking for new education ideas, we asked what existing efforts could improve or scale with better infrastructure. We’re about raising awareness but also creating lasting impact, and it’s exciting to see this infrastructure approach gaining traction among peers.

We also think intentionally about our place-based strategy.. While we’re anational funder, we know that solutions must be tailored to local contexts. We’ve done deep work in New York, expanded our K-12 computer science efforts to Atlanta, partnered with the Center on Rural Innovation to understand diverse rural communities, and recently started exploring workforce and education initiatives in Birmingham, Alabama. Each community offers unique insights, and we’re excited to continue learning and connecting changemakers together.

Behrman, NationSwell: If there were two big problems you could solve for that would make your work easier and more effective, what would they be?

Knight, Siegel Family Endowment: The first is digital divide. It’s embarrassing that, in one of the wealthiest and most technologically advanced countries in the world, many people still lack access to reliable high-speed internet. . In many cases, this isn’t a massive infrastructure issue — I call it the “last 200 feet” problem, where getting the internet from the main road into the subdivision is the infrastructural challenge we need to solve for. Solving this would open up opportunities in education, employment and so much more.

The other problem I’d solve is a bit more ephemeral, but closely related which is capital concentration. This year, I asked my team to imagine a map of the U.S. where opportunity isn’t just confined to the  coasts. Right now, most venture capital and resources flow to a few select markets, but what if we could redirect that capital to create hubs all across the country? We could unlock new economic hubs, creating jobs supporting entrepreneurs and revitalizing communities that have been left behind.That’s the big-picture vision I’m aiming for.

Behrman, NationSwell: Of your peers in the social impact space, who are a few whose leadership inspires you, and whom you hold in high esteem?

Knight, Siegel Family Endowment: I’m fortunate to be surrounded by incredible women doing remarkable work. One is my friend and colleague Dr. Allison Scott at the Kapor Foundation — an amazing leader on computer science equity, tech, and the digital divide. She’s smart and funny, which is always important. We’re lucky to work together often with Michele Jawando at Omidyar Network, who is also incredible. Another is Lydia Logan from IBM, who’s done everything and been everywhere-I want to be her. I was just on a panel with her last week, and she’s insanely talented; the world is lucky to have her. Closer to the ground, my friend and colleague Nabiha Syed, now leading the Mozilla Foundation, is brilliant. She’s done incredible work as a lawyer, founder of The Markup, and is guiding Mozilla’s next phase, focusing on tech and society to build a better world. She’s contributed to major efforts like the Snowden files. I’m truly surrounded by greatness and just trying to keep up every day.

Behrman, NationSwell: Could you recommend any insightful resources – maybe a book, report, podcast, or article — that has significantly influenced your thinking or inspired your leadership?

Knight, Siegel Family Endowment: I’ll confess to being a bit of a nerd — I have a classic “Nevertheless, she persisted” Elizabeth Warren poster on my wall, and I look up at that on tough days. It’s become a rallying cry for women this decade. I also have a shelf full of books on philanthropy and social impact. One of the earliest I read was Carnegie’s classic The Gospel of Wealth, and now pair it with Darren Walker’s New Gospel of Wealth. When I think of these seminal, foundational texts, I’m reminded that philanthropy has a rich but imperfect legacy. Reconciling that history with the world we want to create guides how I think about the future of philanthropy and social impact.

Corporate Impact Investing Design Toolkit

Corporate Impact Investing Design Toolkit

This resource is a toolkit aimed at supporting corporate social impact investors in developing their investment strategy. The toolkit includes seven implementation tools developed from the report, “Seven Critical Design Choices for Corporate Impact Investors.” The tools provide step-by-step actions to structure, integrate, and standardize impact investing practices within corporations.

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Impact Next: An interview with New Profit’s Tulaine Montgomery

Posted on by Brianna Provenzano

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Tulaine Montgomery, CEO of New Profit and and host of the Say More podcast.

Greg Behrman, Founder and CEO, NationSwell: What brought you to this moment? What has your leadership journey been like?

Tulaine Montgomery, CEO, New Profit: I can’t say there was ever a premeditated plan guiding me; I’m a creative at heart, so a linear plan has never really been my approach. What truly got me here is my family background. My parents and extended family were students of history and futurists, even if they didn’t use those terms. My dad was an ethnomusicologist and longtime Dartmouth professor, and throughout his life has basically willed himself into experiences and expertise — he doesn’t ever entertain that he’s not enough to do what he desires to do. He immersed himself in the study of the African diaspora, mastering percussion and exploring cultural connections in places like Mali, Haiti, Ghana, Cuba, Brazil, Kenya, and Japan. He was even named a master drummer in Ghana in his early twenties. Growing up, I absorbed these rhythms and lessons.

My mother is equally expansive in her worldview. For decades, she has convened Black leaders and educators from around the world, fostering a community focused on understanding our present, envisioning our future, and thriving together. This annual tradition has lasted over thirty years.

My parents have always dreamed of a better world and taught me what we can look back on in history to see what we can borrow from and what to avoid.

Behrman, NationSwell: What are the attributes, philosophies, or practices that help you to be an effective leader in this space?

Montgomery, New Profit: It took me a while as a human, as a professional, and ultimately as a social entrepreneur and leader to really own my multitudes. For years, I believed my interests in business strategy, playwriting, and music history couldn’t coexist, and I would compartmentalize myself depending on the environment. I would go into certain spaces and think, okay, only these parts of me actually make sense here. I didn’t come to that idea by myself — we’re entrenched in tons of systems that encourage such a perspective — but I certainly held it within me, and that’s where it actually matters most.

Today, my leadership is informed by a radical acceptance of all the pieces of myself, and I strive to create environments where others can do the same. I want everyone I work with and support to experience the power of embracing their whole selves, because effective systems change requires us to bring all our strengths to the table.

Another core aspect of my leadership is empathy and curiosity. I try to approach situations and people with openness rather than judgment. For example, when I feel resistance or misunderstanding, I ask people to “say more,” which helps me move from judgment to curiosity. This practice has allowed me to connect more deeply, resolve misunderstandings, and even turn skeptics into supporters. Curiosity isn’t just altruistic, it’s pragmatic — it helps me understand others and navigate complex challenges.

Behrman, NationSwell: Is there anything about the impact strategies, initiatives, or partnership models you’re championing right now that feels particularly unique or differentiated in the field? 

Montgomery, New Profit: There’s growing discussion around systems change, and at New Profit, we see what we refer to as “the MIC” — multiracial intergenerational, cross-sector coalitions for change — as a key engine of that work. Here in the U.S., it sometimes feels like we’re less poised for the MIC than ever because there’s so much division and fragmentation, but at New Profit we’ve been really excited to support and partner with entrepreneurs who understand the power and timeliness of this coalition and who are, in a local way, doing powerful work to advance it. That’s why New Profit supports entrepreneurs through a focus on three pillars: capital, capacity, and community. We provide unrestricted funding, capacity-building support (often in collaboration with organizations like Deloitte), and foster a sense of community among social impact leaders. We believe working as peers, rather than maintaining traditional power dynamics, is crucial for real change.

We also partner with groups like Shared America to highlight and grow examples of unity, collaboration, and local leadership across the country. Despite the noise and division in media and politics, there is abundant innovation and collective power already at work in communities. By shifting our focus to these solutions and investing in proximate leaders, we can drive meaningful progress. True systems change requires courage, collaboration, and a willingness to imagine — and build — a better future together.

Behrman, NationSwell: Of your peers in the social impact space, who are a few whose leadership inspires you, and whom you hold in high esteem?

Montgomery, New Profit: Cheryl Dorsey, president of Echoing Green, is someone who really owns her multitudes — she’s a medical doctor by training, a social entrepreneur, organizer, artist, a lover of Beyoncé. Her ability to bring her whole self to her work is a powerful antidote to the fragmentation many leaders face.

Angela Glover Blackwell, founder of PolicyLink, similarly integrates joy, intellectual rigor, and compassion in her leadership. She frames joy as part of resistance, a quality she’s embodied throughout her career, and understands that lasting change requires addressing policy, capital, and narrative — the power of stories to shape solutions.

Marc Freedman, founder of CoGenerate, has illuminated the importance of intergenerational collaboration in today’s diverse society. His work highlights how connecting across generations fosters both personal and societal growth.

And finally, Dr. Richard Davidson, a renowned neuroscientist, has advanced the science of empathy and well-being. He translates research into practical tools for cultivating well-being, making neuroscience accessible for social change. Like the others, he combines rigor with deep kindness — a quality I deeply admire.

Behrman, NationSwell: Could you recommend any insightful resources – maybe a book, report, podcast, or article — that has significantly influenced your thinking or inspired your leadership?

Montgomery, New Profit: I’m a student of bell hooks, who teaches that love is about action, accountability, listening, and change — not about accepting mistreatment. I appreciate how she, as a scholar and public intellectual, frames love’s role in social impact, emphasizing its importance in leadership. I often write love letters to the broader community to celebrate this.

Another resource I’d recommend is “Defectors” by Paola Ramos, a journalist whose book explores how Latino engagement with the far right challenges ideas of unity versus uniformity in America. She courageously immerses herself in these communities to understand and share their perspectives beyond stereotypes.

I’d also mention my podcast, Say More with Tulaine Montgomery, which highlights the abundant community of people committed to love and collective power in social change. It reminds us there are far more of us than the dominant narratives would suggest who are fostering dialogue and hope.

Innovative Philanthropy in Times of Uncertainty and Urgency

Posted on by Brianna Provenzano

Today’s challenges demand a new level of agility and creativity from philanthropy. Traditional models of giving are evolving as funders seek innovative ways to deploy resources, drive systemic change, and respond to urgent needs without sacrificing long-term impact.

On May 6, NationSwell convened senior leaders for a candid discussion on Innovative Philanthropy in Times of Uncertainty and Urgency. Some of the key insights that surfaced during the course of the discussion appear below:

Key takeaways:

Be in community; talk through the anxiety and surface needs among your partners and peers. Amid pervasive feelings of “stuckness” among funders and grantees alike, continuing to have tough conversations and be in relationship with those who can appreciate the unique difficulties of this moment will be an invaluable tool. Connecting with others who want to solve problems — even when the problems seem insurmountable — and conducting regular pulse checks with grantees can sometimes be the best antidote to malaise, anxiety, and fear. 

If your organization doesn’t have the right support to offer, help connect to those who do. Even when funders don’t have the right tools or expertise to directly support their grantees or partners, they can still play a valuable role by acting as connectors. By brokering relationships, making introductions, or spotlighting other resources to tap, funders can help ensure their partners get the support they need without overextending their own capabilities. Influence and networks can be just as valuable as dollars.

Adjust your strategy with the long view in mind — and stay true to it. Especially in times of uncertainty, crafting intentional and precise strategies around your funding philosophy and partnership strategies will help you to stay true to your mission, goals, and organizational identity. Once established, hold to the strategies you’ve crafted so thoughtfully and intentionally. Push through the inclination to “freeze”; move forward with confidence, clarity, and adaptability.

Explore “pooled funds” and strategic coordination with fellow funders. By sharing financial commitments, funders can support innovative or high-risk projects with less individual exposure, making it easier to pilot new ideas or respond to urgent needs. Pooled funds can also help to streamline support for nonprofit partners, reducing the administrative burden of managing multiple relationships and reporting requirements and allowing them to focus on driving impact.

Consider the value of forging fewer, deeper partnerships. Some funders are focusing on larger, more impactful strategic collaborations with a few key partners to maximize impact and efficiency.

When possible, support partners with multi-year, unrestricted grants. Knowing that funding is secure for several years makes organizations more likely to experiment, innovate, and take calculated risks that could lead to greater impact without the added pressure of fundraising. For funders, multi-year grants support a more strategic, long-term approach to philanthropy, allowing for deeper alignment with organizational values and mission.Engage your internal stakeholders. Actively bringing in employees, agents, and other internal stakeholders in partnership activities can help to deepen your organization’s relationships and extend the reach of your partnerships. Particularly in times of deep division, taking the time to forge and fortify deep personal connections will be a critical component of long-term resilience.

Five Minutes with Alix Guerrier, CEO of DonorsChoose

Posted on by Brianna Provenzano

For this installment of 5 Minutes With, NationSwell sat down with Alix Guerrier, CEO of DonorsChoose — a nonprofit donation platform that helps connect teachers with the resources and materials they need to create the inspiring classrooms and projects that ensure a great education.

Ahead of Teacher Appreciation Week (May 5 – 9, 2025), we asked Guerrier about how DonorsChoose is helping to address racial and socioeconomic inequities in school funding; the impact milestones he’s most excited about; and how the platform is helping to support teachers who come from HBCUs. 

Here’s what he had to say:

NationSwell: Tell us about your personal connection to education — is there anything about your background that gives you a unique perspective or emotional connection to this space?

Alix Guerrier, CEO of DonorsChoose: I became a math teacher after I did investment banking, and I found teaching to be by far the more challenging profession! It remains the toughest job I’ve had. But the thing that I loved most about teaching was witnessing students as they understood new concepts. I would feel so fortunate to be able to observe kids as they were starting to do things that, before, they were not able to do. It’s an incredible privilege to be part of a kid’s journey as they learn and develop new skills.

NationSwell: Where are the existing gaps in school funding models, and how is DonorsChoose helping to close those gaps?

Guerrier, DonorsChoose: Public schools aren’t created equal. Schools that serve mostly students of color receive $23 billion less in state and local funding each school year – a funding gap of $2,266 per student. This inequity is reflected in teacher out-of-pocket spending. Teachers working at schools in lower income communities and with more students of color reach into their own wallet more to buy classroom materials. Our DonorsChoose platform gives members of the public a transparent, accountable way to bridge that inequity.

Every time a teacher submits a project to DonorsChoose, we receive a collection of data points on that classroom: number of students, subject area, items requested, teacher demographics, and more. We integrate this national data into our platform to help donors and institutional partners target their support where it will make the biggest impact. By highlighting schools that have been historically underfunded due to racial and economic inequity, we’ve made it easy for anyone to help us move the needle towards equity — whether they have $5 or $5 million to give.

NationSwell: Are there any anecdotes or moments that stand out to you in terms of the tangible impact you’ve seen DonorsChoose create for teachers?

Guerrier, DonorsChoose: What immediately comes to mind is the preschool classroom of Dominique Foster at Friendship Blow Pierce in Washington, DC, where the majority of students are Black or Latino and qualify for free or reduced-price lunch. You won’t find a better equipped or more engaging preschool classroom, and that’s because of Dominique. In December 2024, she used DonorsChoose to fund costumes for her students to dress up as veterinarians, doctors and dentists, skeleton models, weighted stuffed animals to serve as the patients, toothbrushes, and Band-aids – among so many other resources. 

Since posting her first DonorsChoose project in 2019, Dominique has raised $120,000 for her classroom through our platform. Along the way, her colleagues, too, have discovered DonorsChoose. More than 300 projects, posted by 78 teachers, have been funded at Friendship-Blow Pierce – totaling more than $300,000 in resources. Through DonorsChoose, educators like those at Friendship-Blow Pierce are accessing materials that their students uniquely need for an enriching education.

NationSwell: What has your experience at DonorsChoose taught you about the role technology has to play in the education system — what is the potential that you’re seeing?

Guerrier, DonorsChoose: DonorsChoose has always embraced technology as a fuel for social good. In fact, crowdfunding wasn’t even a word when we launched 25 years ago. Teachers have similarly embraced tech advancements, and their resource requests over the years on DonorsChoose show that progress within education.

Right now, there are a lot of conversations about the potential benefits and harms of artificial intelligence (AI) for both education and technology overall. Wherever you stand, it’s clear that AI is a remarkably powerful tool that isn’t going away — teachers and students are already engaging with it on a daily basis. We need to listen to the educators on the frontlines of this progress and make sure they’re a part of our national conversation about AI so that we can create a just and equitable future for our children.

NationSwell: Are there any new initiatives in the works that you’re particularly excited about and would like to lift up?

Guerrier, DonorsChoose: DonorsChoose is gearing up for Teacher Appreciation Week (May 5-9, 2025), and we’re planning even more support for public school teachers across the U.S. Teachers should stay tuned that week for more opportunities to get funding for their classrooms.

A new initiative this school year that I’m very proud of is Quad to Classroom. Studies show that the graduation rate among Black students increases by 33% if they have at least one Black teacher between third and fifth grade. In 2021, DonorsChoose conducted the largest survey of male teachers of color, and the survey shows that Black male graduates of Historically Black Colleges and Universities (HBCUs) spend the most time engaging with students. The DonorsChoose Quad to Classroom program is inspired by these findings. The program helps to boost the pipeline of teachers who come from HBCUs and to provide them with funding on DonorsChoose.

NationSwell: Finally, what are some of the challenges you’re currently facing, and how can NationSwell’s community of changemakers help you with those challenges?

Guerrier, DonorsChoose: According to our annual DonorsChoose survey of our teacher community, teachers spend between $600 and $700 out of pocket on classroom supplies in a school year. We know that it’s often much higher than that. In fact, teachers on DonorsChoose told us that if it weren’t for our website, they’d be spending more than double out of pocket on classroom supplies. 

At the same time, teachers’ salaries have decreased as much as 15% between 2000 and 2017 and are decreasing much faster than those of comparable workers, yet they’re still reaching into their own pockets to get what their students need to learn. 

Anyone, from an individual to a corporation, can go to DonorsChoose to help a teacher avoid reaching into their own pockets again. DonorsChoose will not stop until every single student and teacher has the resources they need to thrive, and we’re doing everything we can to ensure that and to rally others to join us in empowering educators.

Funding Response Navigator

Funding Response Navigator

This resource serves as a decision-making tool to support philanthropy leaders within private foundations and companies respond to nonprofit funding gaps. It outlines four steps designed to help leaders determine the most appropriate adjustments to a philanthropic strategy. The tool also explains the potential benefits and risks involved in taking specific strategic approaches, and provides adoptable tactics to support strategic changes.  

Four steps included in the tool: 

  1. Assess your foundation’s strategic priorities
  2. Identify risks and benefits of action
  3. Explore your funding response options
  4. Take action
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Goldman Sachs 10,000 Small Businesses

Goldman Sachs 10,000 Small Businesses

Entrepreneurship is a powerful driver of economic opportunity, yet many small business owners face systemic barriers to growth, including limited access to capital, business education, and professional networks. To address these challenges, the Goldman Sachs Foundation launched 10,000 Small Businesses – a nationwide initiative designed to provide practical business education, peer support, and access to funding to help small enterprises scale and succeed. The program has supported over 16,600 graduates across all 50 states, Washington, D.C., and Puerto Rico. This case study outlines the core components that make this initiative effective and replicable.

 

Key components of the model:

  • Selective yet accessible participation
  • Durable and practical curriculum
  • Strategic partnerships for scale
  • Adaptive delivery model
  • Lifelong learning and alumni support
  • Goldman Sachs employee engagement

Notable results and impact:

  • 66% of participants see increased revenue within six months
  • Nearly 50% create new jobs shortly after completing the program
  • 85% of alumni continue doing business with each other, demonstrating the program’s networking value
  • Participants report greater confidence in financial decision-making, fueling long-term sustainability
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