In late 2025, the United States shocked the world by suspending global health aid, leading experts to predict 700,000 additional deaths annually, primarily among children. This prompted the US to propose unusual bilateral health agreements with developing countries, which have drawn criticism for being exploitative.
The study frames each of the models as 'emerging strategies' that can either complement or serve as alternatives to well-known sustainability certification schemes such as Organic, Fairtrade or Rainforest Alliance.
Most for-profit companies still confine nonprofit relationships to corporate philanthropy. Donations flow through foundations, annual reports highlight community contributions, and nonprofit engagement is framed as evidence of corporate responsibility.
The labor of this kind of organizing was invisible and deeply exhausting. In a precarious workplace, where a so-called 'performance review' could amount to job loss, organizing meant building a bridge while standing on it.
Multinational firms are under rising pressure-from investors, regulators, and employees-to demonstrate positive societal impact in the places where they do business. With ESG-focused institutional investments projected to reach nearly $34 trillion this year and roughly 90% of large U.S. companies now disclosing ESG reports, these pressures are now a central part of corporate strategy.
"The specific barrier is capital," says Lisa George, global head of the Macquarie Group Foundation. "Without access to capital, it's very hard to get social mobility and educational mobility in life."
Why do I get to be the runner, and these guys get to be the homeless guys on the corner? Why can't we all be runners? She didn't have an answer. It would've been easy to let that question dissolve with her footsteps. Most people would have. But Mahlum saw something in those men that others had missed.
Losing staff could be detrimental to the projects we worked on, and there was a growing dissatisfaction with how meetings were run. These mostly one-sided discussions left the quieter half of us feeling pushed aside, like our thoughts didn't matter much. If things stayed this way, I worried the good people on our team would start quitting one by one.
I've always thought it would be good to acquire an old warehouse in every town throughout the land and convert it into low-rent community workspaces for artists, local charities and small businesses getting off the ground. A kind of people's WeWork. What would others do with a humungous, but not unlimited, pile of dosh to benefit society? Roland Freeman, West Yorkshire Send new questions to nq@theguardian.com.
As if demolishing the East Wing, gutting arts agencies, and slapping his name and face on several federal buildings weren't enough, the US president now wants to do away with a DC building known as the "Sistine Chapel of New Deal art." This week, we reported on a burgeoning campaign to save the Wilbur J. Cohen Federal Building, which houses murals by Ben Shahn, Philip Guston, Seymour Fogel, and other major American artists. We will continue to follow this story.
In 2025, the administration of US President Donald Trump ordered the US Agency for International Development to be closed; this year, it withdrew the country from 66 international organizations. Other Western nations that are plagued with high levels of debt and pressure to prioritize domestic challenges have slashed their foreign aid, too. According to projections, official development assistance dropped by 9-17% in 2025, amounting to some US$55 billion.
"Are you okay?" These were Alex Pretti's last words, said to a woman after ICE agents had tackled and pepper-sprayed her. Videos from bystanders show Pretti holding up a phone, attempting to document what was happening before he himself was pepper-sprayed, wrestled to the ground, and killed by those officers. He lost his life not for committing violence, but for documenting it, and stepping in to protect someone facing it.
In the environmental nonprofit sector, "centering frontline voices" has become a familiar slogan, often detached from how decisions are made or resources allocated. It appears in grant proposals, conference agendas, and organizational values statements. And yet, too often, those voices are still positioned as illustrative rather than authoritative-invited to animate strategies already decided, asked to translate lived experience into language legible to funders, or flattened into narratives that travel more easily than the truths they carry.
Over the years, I've worked as a consultant on numerous federal grant projects from the US Department of Agriculture and elsewhere that focused on local economic development and were granted to nonprofits serving their communities. But since the 2024 elections, the focus of my work-and that of the small New Mexico-based consulting firm, Prospera Partners, that I lead-has shifted to help nonprofits develop strategies to sustain themselves despite federal cuts in funding and to programs that once supported their work.
There's a myth in our society that real change requires force, strength, and domination. We celebrate athletes, CEOs, and politicians who crush their opponents. But history tells a different story. Lasting social change has often been triggered by humble people whose weapons were passion, principle, and an unwavering commitment to justice and the truth - not the truth we see on TV or read in print media, but rather the truth that we feel deep inside ourselves.
The change in the administration's tactics in Minneapolis is not a retreat. Instead, they are regrouping and planning another mode of attack, with the hopes that their repression might be met with resistance that is easier to control and contain. People who garner their relevancy and power through the dehumanization and oppression of others will do whatever it takes to cling to their soulless sense of self.
I've seen this before-many times, in fact. What you're describing is not unheard of in the nonprofit sector. Founder energy is one of the most powerful forces driving new missions into the world. It can also be one of the riskiest. Many organizations, especially those built from lived experience, passion, and necessity, begin with little more than a vision, a problem to solve.
I never met my immigrant ancestors, but I know my great-grandfather, Martin Huppert, would likely have been deported under President Trump. Immigrating to America from Hungary at the age of 18 in 1900, Huppert settled in Jersey City and made his living both distilling and selling liquors. When alcohol became illegal with the passage of the Eighteenth Amendment in 1919, Huppert's vocation transformed into a criminal enterprise, and thus Huppert became a bootlegger-at least until Prohibition ended in 1933 and Huppert's livelihood became legal again.
Dear Transparency-Committed Reader, You're not alone. So many of us want decision-making to reflect our collective values (like transparency, care, and shared power), but it's hard to actually put those values into practice. That gap between what we believe and how we decide can be frustrating. And getting stuck in the process is a common concern I hear from groups. I am happy to share, though, that decision-making doesn't have to be a nightmare.
When they meet, share stories and learn together, they build empathy and understanding that lasts a lifetime, Linda Cowie and Meg Grant said of the children who participate in the schools linking network they help run. The project, which now operates in 26 local authorities, pairs schools so pupils from different faiths, cultures and socioeconomic backgrounds can meet, spend time together and discover what they have in common.
