Navigating Federal Funding Cuts: A Mission and Governance Checklist

Last week, the Board of the Corporation for Public Broadcasting, the private company through which federal funding flows to public media outlets such as PBS, NPR, and hundreds of local television and radio stations, voted to dissolve. Its dissolution raises significant questions about the future of public funding for nonprofit organizations. Among them, two stand out for the more than 100,000 nonprofits that receive federal funds: What is the value of our mission, and how can we demonstrate that we are the organization best positioned to carry it out?

If federal coffers are closing to organizations that provide vital services in every zip code, nonprofit survival will depend on the ability to secure alternative, sustainable sources of funding. State and local governments, for-profit corporations, high-net-worth individuals and their foundations, grassroots donors, and other private actors will inevitably fill part of that gap. However, access to those resources will depend not only on need, but on the perceived worthiness of the mission and the credibility of the organization advancing it.

Nonprofits are tax-exempt because of their mission. Directors serve in furtherance of that north star. Yet the day-to-day work of a board of directors and staff can, over time, create distance between the organization’s operations and the ideals that originally gave rise to it. This moment calls for a return to first principles. What problem was your organization created to solve? How did you define your mission? And why does that mission matter now more than ever?

Revisiting these foundational questions can reinvigorate teams, sharpen decision-making, and reset the standards by which the organization holds itself accountable. A deeply internalized sense of purpose is not abstract or sentimental. It is a practical tool that guides priorities, informs strategy, and strengthens the case for support. After reacquainting themselves with purpose, organizations are better positioned to move forward with intention.

The second step nonprofit organizations should take is to demonstrate credibility through a top-to-bottom self-audit. Are the board’s governance structure, bylaws, and policies aligned with how the organization actually operates? Do they promote thoughtful, compliant decision-making? Do employment policies support an effective workforce while helping to attract and retain top talent? Do whistleblower and reporting policies foster a culture in which concerns can be raised without fear? Like a regular visit to the mechanic, this type of review helps systems run smoothly and builds confidence among those who rely on them.

The need for public service is only increasing. It is incumbent on nonprofit leaders to articulate why their organizations deserve financial trust in meeting that need. Internalizing the mission and ensuring that governance and operations meaningfully support mission success does more than reignite organizational energy. It gives substance to the request for financial support and reassures donors that their resources will be stewarded responsibly. It is easier to ask for help when the impact is clear, and it is far more compelling to give when confidence in that impact is well founded.