ThThe nonprofit sector has always been resilient. Organizations have weathered economic downturns, changing regulations, workforce shortages, and shifting community needs—all while remaining committed to their missions.
Today’s environment, however, presents a unique combination of challenges. Funding uncertainty, increasing operational costs, workforce pressures, evolving technology, and heightened stakeholder expectations require nonprofit leaders to think differently about long-term sustainability.
The good news? Stability isn’t something organizations stumble upon—it’s something they intentionally build.
Stability Is More Than Financial Security
When nonprofit leaders think about organizational stability, finances often come to mind first. While maintaining a healthy financial foundation is essential, true stability extends far beyond balancing a budget.
Resilient organizations are built on multiple pillars, including financial strength, an engaged workforce, effective governance, strategic planning, and the ability to adapt as circumstances change. Together, these elements create an organization that can continue delivering on its mission—even when the unexpected happens. Rather than reacting to every challenge, resilient nonprofits prepare for change before it arrives.
Building a Stronger Foundation
Creating long-term stability begins with proactive planning. Diversifying revenue streams, maintaining operating reserves, and incorporating scenario planning can help organizations prepare for funding fluctuations and unexpected disruptions. At the same time, investing in employees through competitive benefits, professional development, and workforce continuity planning helps reduce turnover while preserving institutional knowledge.
Leadership also plays a critical role. Strong governance, transparent communication, and strategic decision-making enable boards and executive teams to guide organizations through uncertainty while maintaining the trust of employees, donors, volunteers, and community partners. These efforts don’t eliminate risk—but they significantly improve an organization’s ability to respond, adapt, and continue moving forward.
Resilience Is a Competitive Advantage
Organizations that prioritize resilience aren’t simply preparing for difficult times—they’re positioning themselves for long-term success. A resilient nonprofit is better equipped to adapt to changing funding environments, retain and support talented employees, build stronger relationships with donors and partners, improve operational efficiency, make informed strategic decisions, and sustain mission impact through periods of change.
In today’s evolving environment, resilience has become a strategic advantage rather than simply a response to uncertainty.
Discover Practical Strategies for Long-Term Stability
Creating organizational stability requires intentional leadership and a willingness to invest in the systems, people, and planning that support long-term success.
Our latest eBook, Beyond Uncertainty: Creating Stability in an Evolving Environment, explores practical strategies nonprofit leaders can use to strengthen financial resilience, build workforce stability, enhance governance, and prepare their organizations for whatever comes next.
Whether you’re evaluating your current strategy or planning for the future, this resource offers actionable insights to help your organization remain resilient and mission-focused.
Download your free copy of Beyond Uncertainty: Creating Stability in an Evolving Environment today and discover how your nonprofit can build the stability needed to thrive in an ever-changing world.
Question: How can we make sure our online trainings are effective?
Answer: Online trainings can be a useful tool for developing talent, but they can also end up being a waste of time and resources, even if the content and presentation are good. The difference between effective and ineffective training often comes down to whether employees are able to absorb and retain the information they receive.
There are lot of obstacles to absorption and retention of trainings. Busy employees may listen to a webinar while they work on other things, catching only tidbits here and there. Or they may put a training video off until they’ve finished a project and are too exhausted to give it due attention.
To avoid these training pitfalls, consider these three tips:
Follow the AGES Model. The NeuroLeadership Institute argues that we learn quickly and retain information best when we focus on one topic (attention), actively connect what we learn to what we already know (generation), experience positive feelings while learning (emotion), and space our intake of information (spacing). For example, cramming training on multiples topics into a tight two-day workshop would be much less effective than spreading that training out over a few weeks. You can learn more about the AGES Model here.
Give employees time to reflect and practice the skills they’ve learned. In some professions, like music and athletics, you spend most of your work time learning, building, and reinforcing skills before the big performance, whether it’s a concert, game, or race. Good performance necessitates constant practice. But in most professions, practice seems like a luxury you can’t afford because you’re expected to be performing during your work time. This is one reason trainings fail to deliver results. To master new skills, employees need time to focus on building those skills. That means some work time needs to be set aside post-training for them to reflect on and practice what they’ve learned.
Align trainings with the present needs and future goals of both the company and the employee. When assessing employee training goals, consider what additional knowledge and skills would enable them to do their jobs better now, but also set them up for success in their future careers. Employees are more likely to be excited by and personally invested in their training if they understand their personal return on that investment. If they don’t recognize its value, it won’t have any value to them.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
Nonprofit organizations are built on the dedication of their people. Whether delivering critical services, supporting donors, managing volunteers, or overseeing daily operations, employees are the driving force behind every mission. But as workforce challenges continue to grow, employee turnover has become one of the most significant—and often underestimated—financial and operational risks nonprofits face.
While replacing an employee may seem like a routine part of doing business, the true cost extends far beyond recruiting and hiring. Lost productivity, increased unemployment costs, employee burnout, and disruptions to organizational culture can have lasting effects that impact both your workforce and the communities you serve.
The Financial Impact Goes Beyond Hiring
Many organizations focus on the direct expenses associated with filling an open position, such as job postings, background checks, onboarding, and training. These costs are important, but they’re only the beginning. Additional hidden costs often include:
For nonprofits operating with limited budgets, even a small increase in turnover can quickly strain already stretched financial resources.
Turnover Can Increase Unemployment Costs
For nonprofits that reimburse the state for unemployment claims rather than paying the state directly for unemployment taxes, employee turnover can have an even greater financial impact.
Each former employee who qualifies for unemployment benefits may generate reimbursable claims that are paid directly by the organization. While not every separation results in a claim, higher turnover naturally increases the likelihood of unemployment costs.
Monitoring turnover trends and addressing retention challenges can help organizations reduce unexpected unemployment expenses while creating a more stable workforce.
Mission Impact Is Often the Greatest Cost
Unlike many for-profit organizations, nonprofits aren’t simply losing revenue when positions remain vacant—they may be delaying services, reducing program capacity, or limiting support for the people who depend on them. When experienced employees leave, organizations also lose specialized knowledge of programs and compliance requirements, leadership capacity and mentoring for newer employees, and momentum on strategic initiatives.
Frequent turnover can also affect donor confidence if organizational instability becomes visible through inconsistent staffing or leadership changes.
Why Employees Leave
While compensation continues to influence career decisions, today’s workforce often leaves for reasons that go beyond salary. Common contributors to turnover include:
Understanding why employees leave is the first step toward creating effective retention strategies.
Retention Is a Risk Management Strategy
Employee retention isn’t solely an HR initiative—it plays an important role in organizational resilience and financial stability. Organizations that invest in employee engagement often experience benefits such as lower turnover rates, improved employee morale, greater productivity, a stronger organizational culture, better continuity of services, reduced hiring and onboarding costs, and lower risk of unemployment claims.
Retention efforts don’t always require significant financial investments. Regular employee feedback, manager training, recognition programs, career development opportunities, flexible work arrangements where feasible, and support for employee wellbeing can all contribute to a more engaged workforce.
Taking a Proactive Approach
Addressing turnover begins with understanding the data behind it. Consider tracking metrics such as:
These insights can help identify patterns before they become larger organizational challenges.
Supporting Long-Term Workforce Stability
Every nonprofit faces workforce challenges, but organizations that proactively invest in their employees are often better positioned to navigate uncertainty.
Reducing turnover isn’t simply about lowering costs—it’s about protecting institutional knowledge, strengthening employee engagement, improving organizational resilience, and ensuring your mission continues without unnecessary disruption.
By viewing retention as a strategic investment rather than an operational expense, nonprofit leaders can build stronger teams, reduce financial risk, and create a more sustainable future for the organization and the communities they serve.
For more than two decades, UST and LeadingAge have shared a common commitment—helping nonprofit organizations strengthen their operations so they can focus on serving their communities.
LeadingAge has endorsed UST since 2002, creating a partnership that has helped aging services organizations across the country reduce administrative burden, better manage unemployment costs, and protect valuable financial resources.
The Trusted Voice for Aging
LeadingAge is a community of more than 5,000 nonprofit aging services providers and other mission-driven organizations dedicated to improving the lives of older adults. Through advocacy, education, research, and community-building, LeadingAge works to advance innovative solutions that help organizations deliver high-quality care and services to aging adults across the country. Their mission is simple yet powerful—to be the trusted voice for the aging and help create an America that values older adults and those who serve them.
From affordable senior housing and home-based care to assisted living, hospice, and skilled nursing services, LeadingAge touches millions of lives every day. Their dedication to innovation, compassion, and community has helped shape the future of aging services for more than six decades.
A Partnership Built on Shared Values
At UST, we understand the unique challenges nonprofit employers face. Like LeadingAge, we believe organizations should be able to devote more of their resources to their mission and less to administrative complexities.
Over the past 24 years, our partnership has helped LeadingAge members navigate unemployment-related responsibilities with confidence. By providing expert unemployment claims management, hearing support, and cost-saving strategies, UST has helped member organizations safeguard funding that can be reinvested into the programs and services that support older adults and their communities.
What has made this partnership so successful is a shared commitment to stewardship, service, and supporting mission-driven organizations. Together, we’ve worked to ensure nonprofit aging services providers have access to the resources, expertise, and support they need to thrive.
Building Value Together
Strong partnerships are built on trust, shared values, and a commitment to helping organizations succeed. We’re honored that Katie Smith-Sloan, President and CEO of LeadingAge, recently shared her perspective on UST and our longstanding partnership in a new video testimonial.
In the video, Katie discusses the strength of our 24-year partnership, the value UST brings to LeadingAge members, and how our collaboration helps support nonprofit aging services organizations. Her perspective reflects what we strive for in every partnership—building trust, delivering meaningful value, and helping nonprofits focus on their mission.
We invite you to watch the video to learn more about the partnership that has helped support LeadingAge members for nearly a quarter century.
As the needs of older adults continues to evolve, so too do the challenges facing the organizations that serve them. UST is proud to stand alongside LeadingAge as a trusted partner, helping members navigate workforce and unemployment-related challenges while protecting resources that fuel their mission.
Nonprofits face a growing range of challenges that extend far beyond financial uncertainty. Workforce issues, compliance concerns, cybersecurity threats, employee wellbeing, and evolving workplace dynamics can all create significant organizational risk if left unaddressed.
While your organization is dedicated to serving your mission and community, it’s equally important to protect the people, processes, and resources that make that work possible. By taking a proactive approach to risk management, you can reduce potential disruptions, support a healthy workplace culture, and safeguard critical assets.
Download UST’s 2026 Nonprofit Risk Management Toolkit and explore a curated collection of resources designed to support effective risk management and help nonprofit leaders identify vulnerabilities, strengthen operations, and build organizational resilience. From cybersecurity threats and the growing impact of AI in the workplace to employee wellbeing and people management, this toolkit provides practical guidance to help reduce risks and safeguard your organization.
Inside, you’ll find actionable insights and strategies for:
Whether you’re addressing today’s challenges or preparing for tomorrow’s, the right resources can help build a stronger, more resilient organization. Download the 2026 Nonprofit Risk Management Toolkit today and take the next step toward protecting your people, strengthening your operations, and advancing your mission with confidence.
Question: We will be conducting a layoff due to our financial situation. Any tips for reducing risk?
Answer: Start by figuring out how much you’ll need to reduce headcount to get your financials to where you’d like them to be, and where that headcount will be coming from. Will you be eliminating a certain number of positions, a certain percentage of payroll, or using some other metric? Will the layoff be company-wide or limited to specific departments?
Next, establish the objective and job-related criteria that will be used to decide who will be kept and who will be laid off. These criteria could include knowledge and skill sets critical to the organization, past performance reviews, seniority, or a combination of relevant factors. Document how these criteria were applied in case you’re called upon to show that your processes and decisions were fair and not based on protected classes or characteristics.
Finally, double-check your decisions for possible unintentional bias. For instance, if a particular manager has nominated a disproportionate number of women or employees age 40 and older for the layoff, you’d want to be sure that they were relying on the agreed upon criteria rather than any “gut feelings.”
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
For nonprofit organizations, fundraising has always been about building relationships. While the methods have evolved over time—from direct mail campaigns and phone calls to gala events and community outreach—the underlying principle remains the same: connecting supporters to a mission they care about.
What has changed dramatically is where those connections happen.
Today’s donors discover causes online, engage with organizations through social media, consume information on mobile devices, and also expect digital experiences that are as seamless as those offered by businesses they interact with every day. For nonprofits, this shift presents both an opportunity and a challenge. Organizations that embrace digital-first fundraising strategies can expand their reach, strengthen donor relationships, and create more sustainable revenue streams. Those that don’t risk losing visibility in an increasingly crowded philanthropic landscape.
The good news? Digital-first fundraising isn’t about abandoning traditional donor engagement. It’s about meeting donors where they are and making it easier for them to support the causes they care about.
Understanding the Modern Donor Journey
Today’s donor journey rarely begins with a fundraising appeal. More often, it starts with a social media post, an online article, a video, or a recommendation from a friend. Prospective supporters may spend weeks—or even months—learning about an organization before making their first gift. During that time, they’re evaluating questions such as:
A nonprofit’s digital presence often provides the answers. From websites and email communications to social media channels and online donation platforms, every digital touchpoint contributes to a donor’s perception of an organization. When those experiences are clear, engaging, and accessible, they build trust. When they’re outdated, inconsistent, or difficult to navigate, potential donors may move on.
Why Digital-First Matters Now
Several factors are accelerating the need for digital-first fundraising strategies.
First, donor expectations continue to evolve. Supporters increasingly expect convenient online giving options, timely communication, and personalized engagement. They want to interact with organizations on their own schedule, whether that’s from a smartphone during a lunch break or from a laptop late at night.
Second, many nonprofits continue to operate with limited resources. Digital channels often allow organizations to reach larger audiences more efficiently than traditional methods alone. A well-crafted email campaign, social media initiative, or peer-to-peer fundraising effort can generate significant engagement without the logistical challenges of large in-person events.
Third, economic uncertainty makes donor retention more important than ever. Digital tools provide valuable opportunities to stay connected with supporters between fundraising campaigns, helping organizations nurture relationships and demonstrate ongoing impact.
Building a Strong Digital Foundation
Successful digital fundraising begins long before an organization asks for a donation. A nonprofit’s website should clearly communicate its mission, programs, and impact. Visitors should be able to understand who the organization serves, why its work matters, and how they can get involved within seconds of arriving on the site.
Equally important is the donation experience itself. Complicated forms, confusing navigation, or excessive steps can discourage potential donors from completing a gift. Every additional click creates an opportunity for someone to abandon the process. Organizations should regularly evaluate their online giving experience by asking:
Small improvements in these areas can have a meaningful impact on fundraising results.
The Power of Storytelling in a Digital World
Technology may facilitate donations, but stories inspire them. Nonprofit organizations have a unique advantage in digital fundraising because they are often rich with meaningful stories about lives changed, communities strengthened, and challenges overcome. Digital platforms provide numerous opportunities to share those stories through short videos, impact testimonials, volunteer experiences, program updates, behind-the-scenes content, and staff and beneficiary spotlights.
The most effective organizations focus less on organizational accomplishments and more on the people behind the mission. Donors want to see how their support creates real-world outcomes. Authentic storytelling helps transform one-time contributors into long-term advocates.
Leveraging Data Without Losing the Human Connection
Digital fundraising generates valuable data that can help nonprofits better understand donor behavior. Organizations can track which messages resonate most, identify engagement patterns, and personalize communications based on donor interests. This information can improve fundraising effectiveness and help organizations allocate limited resources more strategically.
However, successful nonprofits recognize that data should enhance relationships—not replace them. Technology can identify opportunities, but meaningful stewardship still requires a human touch. Personalized thank-you messages, thoughtful follow-up communications, and genuine expressions of appreciation remain essential components of donor retention.
The goal is not to automate relationships. It’s to create more opportunities for meaningful engagement.
Looking Ahead: The Role of Emerging Technologies
As digital fundraising continues to evolve, emerging technologies such as artificial intelligence are creating new possibilities for nonprofit organizations.
AI-powered tools can help nonprofits analyze donor trends, personalize communications, streamline administrative tasks, and identify opportunities for engagement. For organizations with limited staff capacity, these tools may help teams work more efficiently while maintaining donor relationships.
At the same time, technology should never overshadow the mission itself. The organizations that will succeed in the future are not necessarily those with the most advanced technology. They are the ones that use technology strategically to strengthen relationships, communicate impact, and support their mission.
Final Thoughts
Digital-first fundraising is not simply a trend—it’s a reflection of how people connect, communicate, and make decisions today. For nonprofits, adapting to this reality means more than adopting new tools. It requires a commitment to understanding donor expectations, investing in meaningful engagement, and creating experiences that make it easy for supporters to participate in the mission.
At its core, fundraising remains about people helping people. Digital channels simply provide new ways to foster those connections. Organizations that embrace a digital-first mindset while staying grounded in authentic relationship-building will be better positioned to navigate uncertainty, expand their reach, and sustain their impact for years to come.
In philanthropy, some ideas arrive with fanfare and fade just as quickly. Others begin as a critique of the status quo and slowly reshape how funding works. Trust-based philanthropy sits at that crossroads. For nonprofit leaders, the real question is not whether the term is popular. It is whether the approach is changing the day-to-day realities of fundraising, reporting, partnership, and power. If your organization has ever spent weeks on an application for a modest grant, rewritten outcomes to fit a funder’s framework, or tried to sustain mission-critical work with a single-year of restricted dollars, you already understand why this conversation matters.
What Trust-Based Philanthropy Actually Means
At its core, trust-based philanthropy is an effort to rebalance the relationship between funders and nonprofits. It asks the question: what if nonprofits spent less time proving their worth and more time advancing their mission? The approach argues that the organizations closest to communities usually have the clearest understanding of what is needed, and that grantmaking should reflect that reality. In practice, the movement is often described through six recurring behaviors: providing multi-year unrestricted support, doing more due diligence on the funder side, simplifying paperwork, communicating with transparency, seeking and acting on feedback, and offering help beyond the grant itself. Advocates see these shifts as more than customer service improvements; they help reduce administrative burden and address the power imbalance that many nonprofits face in traditional philanthropy. The administrative workload tied to grant management can pull staff away from mission-focused work and strain already-limited resources. Simplified reporting and streamlined processes allow nonprofit teams to spend more time serving their communities and less time navigating administrative paperwork.
Trust-based philanthropy gained visibility because it addressed a frustration nonprofit leaders had described for years: too much time spent proving worthiness and too little time spent advancing the mission. The disruption of the pandemic accelerated this conversation, as many funders temporarily loosened restrictions, shortened applications, and moved money faster. In many cases, nonprofits demonstrated that when given flexibility, they could respond faster and more effectively to rapidly changing community needs. Through that experience, both funders and nonprofit leaders began reevaluating longstanding assumptions about oversight, accountability, and operational trust. Unrestricted support gives nonprofit leaders the flexibility to address the realities of running an organization, not just executing a single initiative.
Trust-based philanthropy shifts the dynamic from oversight to partnership. The Trust-Based Philanthropy Project’s 2025 impact report, From Concept to Movement, describes a growing network of thousands of practitioners, while the organization’s 2024 Grantmaker Survey Report found that six in ten grantmakers had embraced trust-based philanthropy practices. At the same time, widespread discussion does not necessarily mean full transformation. Many nonprofit leaders still operate in a funding environment dominated by short-term donations, restricted support, and high reporting demands.
Signs That This Is More Than A Trend
There is growing evidence that the underlying ideas have staying power. The nonprofit sector is seeing continued momentum around trust-based practices, but adoption varies widely. A 2025 report from the Center for Effective Philanthropy, Breaking the Mold: The Transformative Effect of MacKenzie Scott’s Big Gifts, found that large, unrestricted gifts can strengthen financial stability, increase leaders’ confidence, reduce burnout, and create room for innovation. CEP has also published examples of funders using multiyear grant budgets and more transparent communication to make their grantmaking more predictable and useful to grantee partners, including the 2025 article Trust, Transparency, and Resilience: How a Multiyear Grants Budget Benefits Grantees and Foundation Staff. For nonprofits, these changes matter because flexible, long-term support does not just ease pressure; it can improve planning, staffing, and organizational resilience. Some foundations have fully embraced multi-year unrestricted funding models. Others have adopted selective elements, such as simplified applications or reduced reporting requirements, while maintaining traditional grant structures. When funding is less transactional, organizations are better positioned to invest in infrastructure, leadership, evaluation, and strategy rather than only in narrowly defined program deliverables.
Why the Answer Is Not Simple
One of the biggest misconceptions about trust-based philanthropy is that it eliminates accountability. In reality, most funders still require outcome measurement, financial transparency, and stewardship of resources. The difference is that the focus shifts from excessive oversight to meaningful partnership. Many funders are exploring how to balance accountability with flexibility, particularly when managing donor expectations, regulatory obligations, and fiduciary responsibilities.
Flexible funding can create opportunity, but nonprofits still need strong operational foundations to manage growth, compliance, workforce challenges, and financial risk effectively. Organizations that lack infrastructure or operational capacity may struggle to fully capitalize on flexible funding opportunities. This is one reason operational resilience is becoming a larger part of the sustainability conversation across the sector.
At the same time, nonprofit leaders have good reason to be cautious. The philanthropic sector can embrace the language of trust faster than it changes its habits. Some funders may streamline an application while keeping decision-making opaque. Others may offer unrestricted support to a small subset of grantees while maintaining rigid requirements elsewhere. Even supporters of trust-based philanthropy acknowledge that it is not simply a checklist; it requires meaningful changes in culture, governance, staffing, and accountability. That is why the most honest answer to the title question may be this: trust-based philanthropy is both a trend and a transformation. It is a trend in the sense that the terminology has traveled quickly.It becomes transformation only when funders fundamentally change how they build relationships, distribute resources, and share power with nonprofits and communities over time.
What Nonprofits Can Do With This Shift
For nonprofit organizations, trust-based philanthropy is not a reason to abandon rigor or readiness. It is an opportunity to strengthen how you communicate value on your own terms. This may mean clarifying your theory of change, showing how unrestricted support fuels mission outcomes, documenting organizational learning instead of only program outputs, and building funder relationships around candor rather than performance theater. It can also mean asking better questions of funders: Is support multi-year? How will success be evaluated? What reporting is truly necessary? How does the foundation gather and respond to grantee feedback? Nonprofits do not need to wait for the sector to fully transform before advocating for healthier funding relationships.
Final Thoughts
So, is trust-based philanthropy a trend or a transformation? For the nonprofit sector, the answer depends on what happens after the rhetoric. If the approach results in more unrestricted dollars, longer timelines, simpler processes, and more honest partnerships, it will mark a meaningful transformation in how philanthropy works. If it remains mostly a vocabulary shift, nonprofits will feel that too. The good news is that many organizations and funders are pushing the sector toward deeper change. The challenge now is to make trust visible not just in mission statements, but in practices that free nonprofits to focus on the work communities need most.
HR Question: An employee says that the stress of the job is affecting their mental health. How should we handle this?
Answer: This employee may just need to talk through their concerns and get your help prioritizing or delegating. They may, for example, feel like every single thing on their to-do list is life-or-death by Friday at close of business, when that’s not really the case. Some manager guidance can go a long way, especially for your employees who are usually self-directed.
On the other hand, the stress and mental health effects the employee describes may rise to the level of a disability under the Americans with Disabilities Act (ADA). In this case, we would recommend beginning the interactive process to determine what, if anything, can be done to accommodate them so that the essential functions of the job get done to your standards and the employee is able to keep working. As part of this conversation, you can request a doctor’s note to substantiate the disability.
If you have more general concerns about the effects of stress in your workplace, you might consider ways to help your employees reduce and manage their stress. Tried and true methods include offering health benefits so employees can access health care professionals and paid time off so they can take a day here and there to rest and recharge. Simply encouraging employees to support one another and allowing them breaks during the day can also be a great help.
You can learn more about supporting the mental health of employees by reading our guide on the subject.
This Q&A was provided by Mineral, powering the UST HR Workplace. Have HR questions? Sign your nonprofit up for a FREE 60-day trial here. As a UST member, simply log into your Mineral portal to access live HR certified consultants, 300+ on-demand training courses, an extensive compliance library, and more.
For nonprofit organizations, every dollar and every hour count. Balancing mission-driven work with administrative responsibilities can often stretch already limited resources. That’s where UST steps in.
For more than 40 years, UST has been dedicated to supporting nonprofits with workforce solutions designed to ease operational burdens, ensure compliance, and protect valuable funding. By offering cost-effective services tailored to the unique needs of nonprofits, UST empowers organizations to focus on what matters most: making an impact.
Today, UST proudly supports more than 2,200 nonprofit organizations across the country. These organizations span a wide range of missions, from social services and education to healthcare and community development, yet they all share a common goal—maximizing their resources to better serve their communities.
UST helps nonprofits achieve this by identifying opportunities to reduce unnecessary costs and improve operational efficiency. In fact, in just one year alone, UST refunded over $29 million to nearly 800 participating members—savings better served supporting critical programs, staffing, and services that directly support mission-driven initiatives.
One of the most challenging areas for nonprofits to navigate is unemployment claims management. Regulations can be complex, time-consuming, and costly if not handled properly. Without the right expertise, organizations risk overpaying or missing opportunities to dispute invalid claims. UST addresses this challenge with a comprehensive approach to unemployment cost management. By helping nonprofits better understand and manage unemployment-related responsibilities, UST ensures they only pay what they are legally obligated to—nothing more.
Strengthening Impact Through Strategic Partnership
A key component of UST’s approach is its strategic partnership with Equifax. Together, we provide nonprofits with expert unemployment claims management and hearing support, offering a powerful combination of experience, data insights, and proven processes.
This partnership enables nonprofits to:
In a new video featuring Equifax, viewers can learn more about how UST and Equifax work together to help nonprofits simplify unemployment claims management, reduce administrative burden, and identify opportunities for cost savings.
A Commitment to the Nonprofit Community
At its core, UST is more than a service provider—it’s a partner in helping nonprofits thrive. By combining decades of experience with innovative solutions and trusted partnerships, UST continues to deliver value where it matters most. As nonprofits face growing demands and evolving challenges, having the right support system in place can make all the difference. With UST and Equifax, organizations gain not only financial and administrative relief, but also the confidence that their resources are being used as effectively as possible.
Watch the video to learn more about how UST and Equifax are helping nonprofits reduce unemployment-related risk and protect resources that fuel their missions.
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UST maintains a secure site. This means that information we obtain from you in the process of enrolling is protected and cannot be viewed by others. Information about your agency is provided to our various service providers once you enroll in UST for the purpose of providing you with the best possible service. Your information will never be sold or rented to other entities that are not affiliated with UST. Agencies that are actively enrolled in UST are listed for review by other agencies, UST’s sponsors and potential participants, but no information specific to your agency can be reviewed by anyone not affiliated with UST and not otherwise engaged in providing services to you except as required by law or valid legal process.
Your use of this site and the provision of basic information constitute your consent for UST to use the information supplied.
UST may collect generic information about overall website traffic, and use other analytical information and tools to help us improve our website and provide the best possible information and service. As you browse UST’s website, cookies may also be placed on your computer so that we can better understand what information our visitors are most interested in, and to help direct you to other relevant information. These cookies do not collect personal information such as your name, email, postal address or phone number. To opt out of some of these cookies, click here. If you are a Twitter user, and prefer not to have Twitter ad content tailored to you, learn more here.
Further, our website may contain links to other sites. Anytime you connect to another website, their respective privacy policy will apply and UST is not responsible for the privacy practices of others.
This Privacy Policy and the Terms of Use for our site is subject to change.
