At PNC Bank, we have the privilege of serving thousands of nonprofit organizations across the country, providing investment management, custody, banking and lending solutions, and beyond. That scale gives us a panoramic view of what nonprofit leaders and boards are trying, changing and learning — often in real time. In the first quarter of 2026, we asked our nonprofit leaders, “what was the most impactful decision you’ve made in your role with a nonprofit?”
1) Investing in more advanced technology
Several nonprofit executives described investing in new accounting and reporting systems. While the upfront cost was significant, benefits included improved reporting quality, reduced manual entry, lower operational risk and more time for employees to focus on higher value work. Another nonprofit Chief Executive Officer (CEO) described using automation and artificial intelligence (AI) to streamline workflows, reduce administrative burden and improve efficiency — with the added benefit of sharing those models with peer organizations.
Takeaway: Finance modernization can unlock better decision-making, create efficiencies and strengthen organizational resilience. Technology delivers the most value when paired with thoughtful governance that ensures responsible use and measurable outcomes. Read more about how AI is shaping the future of nonprofits.
2) Collaborating with regional resources
One nonprofit CEO detailed a multi-state collaboration with like-minded nonprofits in which they leveraged shared resources to better prepare for and fund disaster response efforts. Another CEO shared how partnering with the city on a specific program allowed them to maximize the impact on their community while minimizing the financial impact on their organization.
Takeaway: Engaging in local and regional partnerships that allow for shared resources and financial obligation can expand an organization’s impact without expanding costs.
3) Strengthening revenue by investing in fundraising capacity
Leaders shared how revenue diversification efforts often required new investment in development staffing and systems. One organization used a multi-year strategic planning process to reduce dependence on vulnerable revenue sources and build a more resilient funding base.
Takeaway: Sustainable revenue diversification usually requires capacity investment — not just new fundraising ideas.
4) Aligning facilities and real estate with mission delivery
One nonprofit CEO described relocating offices closer to the population served, reducing their physical footprint while improving access and enabling new partnerships. Others discussed reassessing large property portfolios alongside outstanding debt to ensure assets align with long-term mission priorities.
Takeaway: Real estate decisions are mission decisions. Evaluate location, cost, access and long-term strategic value together.
5) Pursuing high-impact funding — with discipline and documentation
A nonprofit Chief Financial Officer shared that applying for a federal employee retention credit during the COVID-19 pandemic generated several million dollars of support during a period of disruption. While some peers hesitated due to eligibility or audit concerns, moving forward with appropriate diligence helped stabilize the organization’s finances.
Takeaway: When evaluating significant funding opportunities, balance urgency with rigor. Eligibility review, third-party support and audit-ready documentation can make the difference between opportunity and risk.
6) Treating audit readiness as a revenue protection
Nonprofit board leaders emphasized that evolving audit expectations have increased the burden of proof around how federal funds are spent. Some organizations lost funding after failing to meet reporting requirements, with downstream impacts on smaller nonprofits reliant on pass-through funding.
Takeaway: Controls, documentation and sound reporting are essential to the responsible management of nonprofit assets.
Funding is needed to invest in this administrative infrastructure.
Boardroom Questions to Put These Lessons to Work |
| 1. Where are we most financially exposed — and what would meaningfully reduce that risk? |
| 2. What unexpected expenses may arise, and do we have adequate reserves and liquidity to absorb them? |
| 3. Is our investment policy statement up to date and aligned with our risk tolerance and long-term objectives? |
| 4. Does our spending policy support current organizational needs while preserving long-term purchasing power? |
| 5. Is our investment provider aligned with our strategy and engaging regularly as needs evolve? |
| 6. Are our financial systems and processes audit-ready for today’s funding environment? |
| 7. Where could technology free staff time for mission critical work? |
| 8. Do our facilities and assets support how, where and whom we serve today — and tomorrow? |
| 9. Are we investing sufficiently in the people and systems that produce revenue? |
Closing Thoughts
Across organizations of different sizes and missions, the most impactful financial decisions shared a common theme: intentional capacity building. Leaders focused on protecting revenue, improving visibility, modernizing systems and aligning assets and people with mission priorities.
These decisions were not simply about cutting costs — they were about positioning organizations to sustain and scale impact in an increasingly complex operating environment.
