No, Philanthropy is Not Dying
Every once in a while, I read an article that makes me stop and say, “Thank God someone was able to articulate this perspective!”
That was my reaction to Jeff Williams’ October 15, 2026, opinion article in The Chronicle of Philanthropy, titled “Stop Writing the Nonprofit World’s Obituary. We Have Work to Do.”
Everyone involved in philanthropy, whether a board member, CEO, development professional, volunteer, or donor, should read this article.
Williams, director of consulting services at the Johnson Center, challenges the growing narrative that the nonprofit sector is somehow approaching its demise. He acknowledges the very real challenges facing charitable organizations, including government funding disruptions, political pressures, technological changes, and growing public uncertainty. However, he argues that our constant focus on these challenges can become a distraction from the work we are supposed to accomplish.
I could not agree more.
Having spent nearly three decades working in philanthropy, I have witnessed considerable change. Funding priorities shift. Economic conditions fluctuate. Government policies change. Generations of donors and nonprofit leaders bring different expectations. Organizations that once seemed indispensable struggle, while entirely new approaches to addressing community needs emerge. And guess what? Philanthropy continues.
Throughout the history of American charity, there have been extraordinary periods of growth, along with difficult periods of uncertainty. Economic depressions, wars, social movements, technological revolutions, and changing public attitudes have repeatedly challenged how charitable organizations operate.
Yet one of philanthropy’s greatest attributes has always been its ability to morph, change, and adjust.
Consider how charitable organizations have evolved from traditional community relief efforts into sophisticated institutions addressing healthcare, education, research, poverty, and countless other needs. The methods have changed dramatically. The fundamental desire to help others has remained remarkably consistent.
Williams introduces the concept of “critical ignoring,” suggesting that nonprofit leaders must become more disciplined about identifying which issues genuinely deserve their attention. Every alarming headline does not require an organizational response. Every political controversy does not demand that we reconsider our mission.
That perspective resonates with me.
I worry that too many nonprofit leaders have become so consumed with protecting their organizations from uncertainty that they have reduced their willingness to innovate, experiment, and take reasonable risks.
Artificial intelligence, changing donor expectations, emerging generations of leadership, and evolving community needs should encourage us to reconsider how we accomplish our missions.
We should be asking how we can serve more people, improve outcomes, build stronger donor relationships, and use our resources more effectively.
Philanthropy has endured because people continue to care about other people. That fundamental human characteristic has survived every economic, political, and social transformation we have experienced.
Our responsibility is to channel that generosity into meaningful results.
Thank you, Jeff Williams, for reminding us that we have work to do. And I would suggest that we get on with it.
