Mainebiz Giving Guide

V O L . X X X I I N O. X X I I G I V I N G G U I D E 2 0 2 6 – 2 0 2 7 6 GIVING GUIDE N onprofits throughout the United States are navigating a complex landscape marked by increased demand for services and eco- nomic uncertainty. In 2025, the Trump administration canceled or froze nearly $425 billion in federal funding, taking a toll on many nonprofits. To help mitigate these challenges, organiza- tions are turning to capital campaigns and strengthening relationships with private donors to inspire giving. As Maine nonprofits discussed the changing fundraising climate, one interesting trend emerged: donations are becoming increasingly consoli- dated. In other words, while fewer donors are giving, those who do are contributing much larger amounts. According to the latest report from Giving USA, total charitable giving in the United States reached an esti- mated $617.2 billion in 2025, surpassing $600 billion for the first time. Giving increased 5.7% in current dollars and 3% after adjusting for inflation. No better time Sarah Plimpton, vice president and chief happiness officer at Capital Campaign Pro, a capital campaign con- sulting agency, shared her perspective on the changing philanthropic landscape in a post-COVID world shaped by infla- tion, federal funding cuts and market volatility. Despite the challenges facing the nonprofit sector, she sees opportuni- ties for organizations to continue pursu- ing their long-term fundraising plans. "Uncertainty may be the new normal, but philanthropic generosity remains remarkably resilient," Plimpton says. "e opportunity for nonprofits is to move forward with confidence, pur- suing ambitious campaign goals rather than waiting for a period of certainty that may never come." Strong donor relationships are an important part of that process. Plimpton says the most successful capital campaigns she has witnessed are those that treat donors as partners and involve them in conversations early in the process. ose relationships are taking on greater significance as nonprofits con- tend with reductions in federal support and questions about future resources. Plimpton advises that organizations diversify revenue streams rather than relying on a single source. "We're absolutely seeing organiza- tions look more aggressively to private philanthropy as government funding becomes less predictable. But phi- lanthropy can't simply be expected to replace government dollar for dollar; the scale and purpose of those funding sources are different," she says. At the same time, the composition of the donor base is shifting. One of the most notable trends is the growing consolidations of contributions. e overall number of contributors is declin- ing, while the average amount contrib- uted by each person is rising. Plimpton says periods of economic and social change can galvanize the connection between organizations and supporters who care deeply about their work. "It may seem counterintuitive, but moments of disruption can deepen relationships between organizations and their donors," she says. "When you invite donors to help solve a problem rather than simply asking them to fund one, nonprofits are often surprised by how generously they respond." National giving trends hit home in Maine Competition for private funding is growing among Maine nonprofits, according to Jennifer Hutchins, execu- tive director of the Maine Association of Nonprofits. She says an increase in applications to foundations indicates that organizations that once relied on federal support are now seeking other revenue sources. Hutchins echoed Plimpton's obser- vation about the consolidation of donor giving. She says the wealth gap in the United States, along with recent federal changes to tax exemptions, may be influencing philanthropic giving among wealthy individuals who have the means to contribute more. Beyond the concentration of giv- ing, Maine nonprofits are also paying attention to generational differences among donors. "What we've been hearing in the sector from the experts is that younger generations are slightly different in how they're approaching their giv- ing...," Hutchins explains. "ey want to make a difference, and this has led to a need for our development staff to potentially shift their mindset with regards to how younger people want to engage as donors." Hutchins also wants to combat the misconception that contributing to a capital campaign replaces dona- tions that support an organization's daily operations. "We really need to be thinking of these capital campaign contributions as a 'yes and' rather than 'instead of ' the daily operations," Hutchins advises. Against this backdrop, Maine non- profits are moving forward with major capital campaigns to invest in their organizations and communities. Turning donor priorities into campaign success e University of Southern Maine Foundation has seen significant suc- cess with capital campaigns in recent years. Its Great University Campaign raised $50 million in three years, the shortest fundraising period in USM history, and helped support projects including the McGoldrick Center for Career & Student Success on the Portland campus. More recently, the foundation has been raising $30 million toward the $63 million Crewe Center for the Arts, which opened on the Portland campus last October. With $2 million remaining and one signature space, the Great Hall Gallery, left to name, USM Foundation President and CEO Corey Hascall credits the donor community for the campaign's success. Fundraising in flux Maine nonprofits rethink capital campaigns as donor behavior changes B y S l o a n e M . P e r r o n P H O T O / C O U R T E S Y O F C A P I TA L C A M PA I G N P RO Sarah Plimpton, vice president and chief happiness officer at Capital Campaign Pro. Uncertainty may be the new normal, but philanthropic generosity remains remarkably resilient. The opportunity for nonprofits is to move forward with confidence, pursuing ambitious campaign goals rather than waiting for a period of certainty that may never come. — Sarah Plimpton Capital Campaign Pro

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