The Case for Core Support By Winning Trust
In a nonprofit world facing shrinking donor pools, inflation-driven cost increases, and growing demand for services, general operating support—unrestricted dollars—has never been more vital. These are the funds that keep the lights on, enable staff salaries, support technology, and make it possible for an organization to deliver on its mission every day. Yet, many nonprofits still struggle to make the case for these internal operational needs.
A recent article in The Chronicle of Philanthropy, “7 Ways to Earn Foundations’ Trust and Win General Operating Support,” provides a practical roadmap for how organizations can increase their chances of securing this kind of funding. As foundations begin to rethink traditional grantmaking models and embrace trust-based philanthropy, nonprofits must also evolve—presenting themselves in ways that inspire confidence, partnership, and long-term investment.
According to the article, building relationships with program officers is a foundational step. Rather than viewing foundations as passive funders, nonprofits should engage their officers as collaborators—people who can become advocates for the cause internally. This requires proactive communication, listening well, and aligning values.
Transparency and the clear demonstration of impact are also critical. Nonprofits should be willing to discuss not just their successes but also the complexities and setbacks that come with mission-driven work. This openness builds credibility and positions the organization as trustworthy.
Equally important is showing operational maturity. Funders want to see that a nonprofit has capable leadership, financial discipline, and the flexibility to adapt to a changing environment. Demonstrating internal strength—whether in governance, strategy, or fiscal management—is essential to justifying support for overhead costs.
The article also notes the importance of consistency in communication and a willingness to seek feedback. Foundations are increasingly looking to support organizations that view them as partners, not just funders. That means being open to dialogue, collaboration, and even adjusting approaches based on input.
With inflation pressuring nonprofit budgets and individual donations becoming harder to secure, organizations must improve how they “sell” their value—not just the value of their programs, but the value of their infrastructure. The buildings, the people, the systems, and the strategic planning required to deliver outcomes are what make any program sustainable.
The bottom line: nonprofits can no longer afford to underplay their need for core support. As The Chronicle of Philanthropy highlights, it’s not just about asking for money—it’s about building trust and articulating the true cost of delivering impact. General operating support is not overhead—it is mission-critical.
