No products in the cart.
The most important number in charitable giving last year was not the record-breaking $617.2 billion donated. It was the continued erosion of the donor base: between 2008 and 2020, the share of U.S. households donating to nonprofits fell from 65.4 percent to 46.9 percent, a decline of more than 28 percent.
I have a straightforward way of thinking about what this means for GivMoo, the organizations we partner with, and the people whose lives they touch:
Record charitable giving in 2025 does not mean the nonprofit funding system is healthy. When we look beneath the headline, the most alarming trend is the steady decline in donors. This widening gap creates both the need and the opportunity for GivMoo to provide nonprofits with an additional, year-round revenue channel powered by purchases consumers already make.
If we only read the headline, it’s all good new. When we look underneath it, it’s a warning.
More Revenue Does Not Always Mean More Resilience
A nonprofit can raise more money this year than it did last year and still become financially weaker.
Imagine an organization that loses 100 small donors but receives one unusually large gift. Its revenue may rise, and its fundraising team may technically have had a record year. But the organization is now more dependent on fewer people. If that large donor changes priorities or chooses another cause next year, the nonprofit has a much larger hole to fill.
This is the difference between revenue growth and revenue resilience.
The Fundraising Effectiveness Project found that much of 2025’s record growth came from major and “supersize” gifts. Overall donor retention barely moved, increasing from 43.1 percent to 43.3 percent, while the sector continued struggling to turn first-time donors into repeat supporters. The larger checks lifted the total, but the broad base underneath charitable giving continued to shrink.
That concentration matters because nonprofits do not serve communities in one-time bursts. Payroll, rent, transportation, program materials, and direct services must be funded throughout the year. A large year-end gift can be transformative, but it does not eliminate the need for dependable cash flow.
Small Nonprofits Are Feeling the Divide First
The pressure is not distributed evenly and it’s important to recognize the gaping difference between the experience an organization generating $1 million or less annually as compared with those generating anywhere north of that.
Blackbaud’s analysis of data from more than 7,500 nonprofit organizations found that the typical organization grew fundraising revenue by approximately 4.3 percent in 2025. Large organizations finished the year up about 11.7 percent. Small organizations, defined as those with annual revenue of up to $1 million, ended the year down approximately 6.4 percent.
Gifts of $1,000 or more increased by roughly 4.7 percent, while gifts below $1,000 declined by about 1.1 percent. Large organizations received 84.5 percent of their revenue from major gifts, compared with 51.7 percent for small organizations.
That gap helps explain why a record year for American generosity can feel nothing like a record year inside a local nonprofit.
Smaller organizations are often closest to the communities they serve, but they usually have the least fundraising infrastructure. Their executive director may also be the chief fundraiser, program manager, public spokesperson, and person who fixes the printer.
The mission may be strong. The funding engine often is not.
The Need Is Growing While Funding Becomes Less Predictable
A nationally representative Urban Institute study found that one-third of nonprofits experienced a loss, delay, freeze, or other disruption in government funding during the first part of 2025. At the same time, two in three nonprofits expected demand for their programs to increase during the following 12 months.
That creates a brutal equation: more people need help, traditional funding is less predictable, and the donor pool is becoming narrower.
The answer cannot be to tell nonprofit leaders to ask the same people for more money, more often.
Traditional donations remain essential. Major gifts, grants, sponsorships, government programs, events, and recurring donations all have important roles to play. GivMoo is not being built to replace any of them.
It is being built because nonprofits need another revenue channel alongside them.
Nonprofits Need More Ways to Earn, Not Just More Ways to Ask
GivMoo connects ordinary commerce with nonprofit funding.
A shopper comes to the marketplace because there is something they need, want, or were already planning to buy. They select products connected to a nonprofit organization or cause they care about. The purchase automatically generates revenue for that nonprofit, while GivMoo manages the marketplace, product selection, marketing, ordering experience, fulfillment coordination, and customer support.
The nonprofit does not need to buy inventory, build an e-commerce operation, negotiate with multiple suppliers, or become a shipping department. Its mission remains the center of its work.
This model is not charity disguised as shopping. It is commerce designed to produce impact.
It is also not magic.
Customers will not purchase poor products simply because a cause benefits. GivMoo must earn each transaction through selection, quality, value, convenience, service, and trust. We must prove that shoppers return, nonprofit partners become active participants, customer acquisition can be economical, and each completed order supports the nonprofit while helping build a sustainable company.
Those are business questions, and investors are right to ask them.
But the need GivMoo is addressing is not theoretical. It is visible in the data and in the daily experience of nonprofit leaders across the country.
Why This Company Needs to Exist
GivMoo exists because the current nonprofit funding system leaves too many organizations vulnerable to timing, concentration, and constant solicitation.
It exists because a nonprofit should not have to choose between serving its community and spending every available hour chasing the next donation.
It exists because the dollars people already spend can do more without asking them to abandon traditional giving.
Most importantly, GivMoo exists because diversification creates resilience. No responsible nonprofit should depend on one donor, one grant, one annual event, or one commerce platform. The goal is not to become the only source of revenue. The goal is to become a reliable additional source that works throughout the year.
That distinction matters.
We are not arguing that charitable giving is disappearing. It is not. Americans remain extraordinarily generous. We are arguing that the strength of the total can hide fragility beneath it, especially for smaller organizations with limited fundraising capacity.
There is a persistent need. There is an established consumer behavior that can be connected to it. There are nonprofit organizations looking for more sustainable ways to fund their work. GivMoo is building the infrastructure intended to bring those pieces together.
We still have to prove the model at scale. We have to produce repeat purchasing, disciplined economics, measurable nonprofit outcomes, and a marketplace customers choose even before they consider the impact.
We will not confuse a worthy mission with a guaranteed business result.
But every company worth building starts with a problem that is real, expensive, and unlikely to solve itself.
Charitable giving grew. The donor base shrunk.
GivMoo exists to help close the gap between the two.
Interested in discussing this more?
Give us a shout on LinkedIn via connection request or get all the details on our investor site: https://invest.givmoo.com
