Active, Accountable, and Impactful: Board Leadership Trends for 2026

Strong boards are no longer just a formality—they are strategic partners in driving mission success. In 2026, nonprofit boards are expected to be more engaged, accountable, and forward-thinking than ever. From active oversight and committee participation to diverse recruitment that values talent alongside financial contributions, today’s boards play a critical role in ensuring organizational resilience, transparency, and long-term impact.

1.) Active, Accountable Boards Drive Organizational Success

  • Boards are expected to go beyond compliance check-ins to actively monitor organizational performance, risk, and stakeholder trust.
  • Clear reporting structures such as dashboards or centralized data repositories help boards ask the right questions and follow up on progress, reinforcing accountability and transparency.

Best Practice Tip:

Introduce formal board scorecards or quarterly progress reports that measure engagement in key areas like governance, fundraising follow-through, committee activity, and strategic questioning.

2.) Board Recruitment: It’s Not Just About the Money

  • Time, talent, and network matter just as much—if not more—than financial contributions.
  • Board members bring value through technical expertise (legal, finance, tech, marketing), community relationships, volunteer capacity, and mission-aligned passion.
  • Use a skills matrix to identify both current strengths and gaps, ensuring each new member fills a strategic need.

Recruitment Best Practices:

  • Map board skills to identify gaps (finance, compliance, fundraising, IT, community ties).
  • Engage existing members to identify prospects from professional and community networks.
  • Prioritize diversity of perspective.
  • Highlight non-monetary contributions like volunteer leadership and advocacy.

3.) Upskilling Boards & Sustained Engagement

  • Emphasis on ongoing training in areas like regulatory compliance, digital risk, and ethical oversight.
  • Proactive, educated boards ask meaningful questions and support strategic decisions.
  • Scenario planning and tabletop exercises strengthen resilience against emerging risks.

Action Step:

Schedule regular board education sessions annually, including workshops on compliance updates, fundraising strategies, or technology governance.

4.) Fostering a Culture of Accountability

  • Clear expectations: Outlining responsibilities, attendance norms, and committee roles.
  • Regular performance reviews: Board self-assessments or peer feedback loops.
  • Transparent communication: Share governance practices and oversight results with stakeholders.
  • Effective committees: Active committees extend the board’s reach and ensure accountability.

5.) Succession Planning & Long-Term Resilience

  • Thoughtful succession plans reduce disruption and ensure continuity of mission if key leaders transition.
  • Skills matrices guide recruitment and succession planning for strategic leadership continuity.

The most effective boards combine engagement, accountability, and strategic recruitment to create lasting value. By prioritizing skills, diversity, and continuous learning, nonprofits can cultivate boards that do more than govern—they lead with purpose, drive results, and strengthen community trust. Investing in strong board leadership today sets the stage for sustainable impact tomorrow.

Matthew Burke, CPA
Partner
Cerini & Associates, LLP

This article was featured in our 2026 Nonprofit Trends Guide. View the updated guide and more related topics here!

2026 Economic Outlook: Moderate Growth in a Shifting Landscape

The 2026 economic outlook points to continued expansion in the U.S. and global economies, though at a slower and more uneven pace than in recent years. Economic forecasts generally anticipate moderate US GDP growth (approximately 2.2%), driven by sustained investment in artificial intelligence, data infrastructure, and technology-enabled productivity gains. At the same time, the economy faces ongoing challenges, including policy uncertainty, trade disruptions, and persistent cost-of-living pressures that continue to affect households and organizations alike.

While recession fears have eased, volatility remains a defining feature of the economic environment heading into 2026. Growth is expected to soften early in the year before stabilizing, reflecting a careful balancing act between innovation-driven momentum and structural economic headwinds.

Key Drivers of the 2026 Economy

Technology and AI Investment

Investment in artificial intelligence, automation, and data centers remains a significant driver of economic activity. Organizations across industries are continuing to deploy capital toward technologies that improve efficiency, scalability, and long-term competitiveness. These investments are expected to support productivity growth, even as other sectors experience slower expansion.

Monetary and Fiscal Policy

Inflation, which has dropped during 2025 from highs of 3.0% to 2.6% at year-end (its lowest since March of 2021) is expected to rise again early in 2026, before settling down at about 2.4% by the 4th quarter of 2026. Unemployment, which is hovering around 4.6% (a healthy level), is expected to remain flat during 2026, with some minor declines by the end of the year. The flatting labor market is attributable to a slowing labor supply (aging population and tighter immigration policies) offset by the impact of AI (potential job displacement with more expected with Tesla robots to be released during 2026) and continued economic slowdown as the Feds continue to look to curb inflation.

The current Fed interest rate is 3.5% to 3.75%. It is anticipated that the Feds will drop that rate by the end of 2026 to 3.25% to 3.5%. Any decline in interest rates could stimulate borrowing and investment, but the pace and timing remain uncertain and closely tied to labor market conditions and inflation trends. Fiscal policy decisions will also play a role, particularly in areas related to infrastructure, healthcare, and social services.

The Stock Market

The Stock Market was strong in 2025, with the S&P growing by approximately 18% for the year. For 2026, you should expect another year of gains, but most likely more modest at between 5 and 10%. Growth will rely more heavily on corporate earnings rather than inflated price earnings ratios, meaning growth will follow economic results, favoring growth industries. Anticipated drops in interest rates should spur corporate spending and push more dollars into the market, driving up stock prices.

Consumer Spending Pressures

Despite steady employment levels, many households continue to face rising costs in essential areas such as housing, healthcare, and food. These pressures are expected to limit discretionary spending and contribute to uneven consumer demand, which may slow growth in certain sectors of the economy. Healthcare costs are leading the charge, with anticipated increases in healthcare spending in excess of 20%. Certain ACA enhanced credits brought about by the American Rescue Plan and Inflation Reduction Act expired at the end of 2025. If Congress does not renew these many lower income individuals will see significant increases in their healthcare premiums.

Policy and Trade Uncertainty

Geopolitical dynamics and trade policy continue to introduce uncertainty into the market. Shifts in tariffs, regulatory changes, and global supply chain adjustments could impact pricing, investment decisions, and long-term planning for organizations operating across borders. We do anticipate a reduction in tariff impact during 2026, which should boost growth in both the United States and China.

What the 2026 Economy Means for Nonprofits

Funding and Philanthropy

We are expecting continued growth in donations in 2026. Growth is expected to be driven by factors such as the strong stock market (which impacts foundation assets), the transfer of generational wealth, and new tax incentives brought about by the “One Big Beautiful Bill” (increased number of itemizers and tax deductions for contributions made by non-itemizers). The wealthy, with higher levels of discretionary income, will continue to drive charitable giving, with foundation giving expected to increase by 5 to 7% during 2026.

Rising Demand for Services

Economic moderation often leads to increased demand for nonprofit services, particularly in areas such as food insecurity, housing assistance, healthcare access, and workforce development. As household budgets tighten, more individuals and families turn to nonprofit organizations for support, stretching resources further.

Operating Costs and Financial Management

Even as inflation cools, nonprofits continue to face rising costs related to staffing/benefits, program delivery, technology, and facilities. In addition, nonprofits can anticipate declines in government funding, especially in environmental, social services, health, job training, disaster relief, arts, and those covering marginalized communities and immigration related issues. Managing these pressures will require careful budgeting, scenario planning, and, in some cases, rethinking program models to ensure sustainability.

Workforce and Talent Considerations

A slightly softer labor market may ease some hiring challenges, but competition for skilled talent remains strong. Nonprofits may need to continue investing in employee engagement, flexibility, communication, leadership, and professional development to retain staff.

Strategic Planning and Resilience

The 2026 economy underscores the importance of long-term planning and financial resilience. Nonprofits need to increasingly focus on building operating reserves, diversifying revenue streams, strengthening partnerships, and leveraging technology to improve efficiency.

Looking Ahead

The economic environment in 2026 is expected to be stable but cautious, marked by innovation-led growth alongside ongoing financial and policy challenges. For nonprofits, success will depend on the ability to remain agile, communicate impact clearly, and align resources with evolving community needs. Organizations that plan strategically and invest in resilience will be well positioned to continue advancing their missions in a changing economic landscape.

Kenneth R. Cerini, CPA, CFP, FABFA
Managing Partner
Cerini & Associates, LLP

 

This article was featured in our 2026 Nonprofit Trends Guide. View the updated guide and more related topics here!

The “New Year’s Resolution” Trap: Don’t Let Your Association Membership Become a Forgotten Gym Pass

association membership engagement

As an Executive Director who has led a variety of professional organizations since the mid-1990s, I have seen a recurring phenomenon every January: the “Resolution Rush.”

Just like the local gym on January 1st, our member portals buzz with activity and event registrations spike. People join with a hunger to grow, fueled by the best of intentions. But a few months in, the enthusiasm often wanes. By spring, many have become “silent donors,” paying their monthly dues but missing out on the transformation. They are frustrated that they aren’t “results-ready” professionally, yet they’ve barely stepped onto the “treadmill” of engagement in months.

Here is the hard truth I’ve learned in nearly three decades of leadership: You cannot expect a “summer physique” professionally if you haven’t committed to the proper diet and exercise of consistent attendance, engagement, and meaningful contribution to the community. Just as a gym membership doesn’t lift the weights for you, an association membership doesn’t hand you business on a silver platter.

If you have just joined a professional organization and want to get the most out of it, allow me to help you set yourself up for a positive member experience right from the start. By committing just one hour a week to your association membership, you will establish a consistent rhythm that produces serious professional gains over time.

1. Show Up with Strategic Intent

Consistent attendance is imperative because visibility is the precursor to trust. However, don’t just “show up.” Before every meeting, identify two people you want to connect with and one specific insight you want to gain. This turns passive attendance into a targeted business activity. Think of this as your workout plan; you don’t get results by simply standing in the gym lobby, you get them by having a specific objective for the hour you’re there. Just as a disciplined schedule of focused sessions produces a physical transformation over time, a disciplined schedule of engagement builds the “professional muscle” of a strong network.

2. Practice the “Help-First” Coffee Chat

The real value of an association happens in the spaces between the meetings. Commit to two “Help-First” calls a month: one with a fellow member and one with a prospective client. Approach these with the sole desire to help the other person. Ask, “What is your biggest challenge right now?” When you make a habit of being a “connector” rather than a “collector” of business cards, you build a foundation of trust that yields long-term success. This is much like working with a training partner; you aren’t there to ask them to lift the weight for you, you are there to support their reps. When you help others reach their goals, you naturally strengthen your own position.

3. Use the Association as Your Platform

Trade associations are credibility accelerators. Don’t just wait for a seat at the table; offer to set the table. Volunteer to lead an educational session, host a networking event, or speak on a panel. By moving from the “audience” to the “expert,” you gain industry authority that advertising simply cannot buy. It is the difference between being one of forty people in a spin class and being the instructor on the lead bike. You can coast in the back row for years; however, the moment you step up to the front to lead the session, your own accountability and results skyrocket. Taking the lead forces you to “level up” your own performance.

4. Align Your Membership with Your Business Goals

To avoid the “Early Interest Ebb,” your participation must serve your professional “North Star.” Ask yourself: How does this association help advance my current professional priorities? When you align your goals with the association’s strategic mission, you are more likely to be invited into leadership conversations where the real decisions are made. You wouldn’t spend six months on the heavy powerlifting rack if your goal was to run a marathon. To see ROI, your “exercise” must match your “objective.” Align your efforts so that every rep in the association moves the needle on your real-world career.

5. Say “Yes” to Small Leadership Roles

You don’t need to be the Board President to see a return. Joining a committee or a short-term task force allows you to build deep, “workstyle” relationships that casual networking can’t touch. It positions you as a “go-to” leader in the eyes of your peers. Think of this as the “resistance training” of your professional life. It’s easy to walk on the treadmill of casual attendance, but real strength is built when you add a little weight. Taking on a small leadership role provides the healthy resistance needed to develop your reputation, making you a more powerful “athlete” in your industry.

The Executive Director’s Bottom Line: Just as a gym provides the equipment, but you provide the effort – an association provides the platform, while you provide the presence. If the results haven’t shown up yet, it might simply be time to adjust your “routine.” By leading with curiosity and staying consistent beyond the initial rush, you move from being a member in name to a leader in practice. Your professional growth is a journey. Let’s make sure you’re getting the most out of every step.

The true strength of an association membership isn’t in the logo on your website; it’s in the relationships you build when the “Resolution Rush” fades. When you commit to a steady rhythm of engagement, the transformation happens naturally. I look forward to seeing you move from the sidelines to the lead bike this year.