The nonprofit sector has long been a stabilizing force, but 2025 underscored just how essential it is to the nation’s civic health.

Despite political tension, economic uncertainty, and rising demand for services, nonprofits continued to deliver hope, connection, and problem-solving to millions of people. Looking ahead to 2026, the challenges are real, but so is the opportunity for the sector to help shape a stronger, more resilient future.

Three trends from the past year offer both direction and optimism.

First, the politicization of nonprofit work — while undeniable — has sparked a renewed focus on civic engagement and policy literacy.

Organizations across the country are becoming more intentional about understanding their rights, responsibilities, and role in public life. Rather than retreating, nonprofits are finding their voice. They are learning to communicate their missions clearly, advocate for their communities responsibly, and engage policymakers in ways that strengthen— not politicize — their work.

This shift is encouraging. More organizations are preparing for conversations with local officials, participating in coalitions, and helping shape policies that directly affect the people they serve. Instead of viewing politics as a threat, nonprofits are increasingly recognizing policy engagement as a natural extension of their mission. That is good for communities — and for democracy.

Second, mission clarity has emerged as a powerful source of trust and alignment.

In an era when donors and constituents expect transparency and speed, organizations are rediscovering the value of purpose. This is not about marketing. It is about identity. The nonprofits that thrived in 2025 were those that articulated a clear “why,” described their impact in plain language, and demonstrated alignment with community needs and public priorities.

That clarity has ripple effects. It strengthens donor confidence, improves collaboration with government agencies, and helps organizations stay focused amid constant noise. Mission clarity is also becoming central to effective policy advocacy, as policymakers respond best when nonprofits can clearly define the problems they address and the outcomes they deliver.

Third, organizational capacity is increasingly understood as a policy issue, not merely an internal challenge.

The past year reinforced a long-standing reality: nonprofits cannot meet growing community needs with outdated systems, understaffed teams, and chronically underfunded operations. The hopeful development is that more funders, government partners, and civic leaders are acknowledging this gap. Conversations around general operating support, equitable funding models, and investment in administrative strength are becoming more mainstream.

Policy can play a transformative role here. Clearer contracting processes, timely reimbursement cycles, accessible grant requirements, and sustained public investment in nonprofit capacity would allow organizations to deliver services more efficiently and equitably. Many of these changes are achievable, and momentum is building.

Looking ahead to 2026, the path is demanding but full of possibilities.

Nonprofits can seize this moment by strengthening advocacy readiness, sharpening mission focus, and investing in the people and systems that sustain their work. Policymakers, funders, and community leaders can support them by recognizing that nonprofits are not auxiliary to government. They are essential civic infrastructure.

What inspires confidence is not only the sector’s resilience, but the clarity it is gaining. If 2025 was a year of turbulence, 2026 can be a year of intentionality — one in which nonprofits fully claim their role in shaping policy, advancing community well-being, and building a stronger future for all.

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Sabeen Perwaiz is CEO of the Florida Nonprofit Alliance, a statewide association of Florida nonprofits.

As data centers fuel the digital economy, powering everything from artificial intelligence to cloud storage, states across the country are grappling with an uncomfortable question: who pays for the massive energy demands these facilities bring with them?

In several markets across the U.S., consumer advocates and regulators have warned that the rapid growth of large-scale data centers can drive up electricity costs for everyday customers, forcing households and small businesses alike to subsidize large-scale industrial users. Those concerns have become more pressing as utilities face decisions about new generation, transmission upgrades, and long-term system planning.

Florida has so far avoided the data center boom seen elsewhere, but that may not last. With population growth continuing and interest in Florida-based projects increasing, Florida Power & Light Company says it has used the benefit of time — and lessons learned in other states — to put guardrails in place before high-load customers arrive.

Scott Bores serves as president of Florida Power & Light Co., the prime subsidiary of multistate operator NextEra Energy, which supplies power to more than half of Florida’s population. Florida Politics sat down with Bores to discuss how FPL plans to protect its customers from rising costs if data centers take off in Florida.

We’ve seen countless reports in other states claiming that data centers raise power bills for everyday consumers. Will that happen here?

No. Last year, FPL proposed, and the Florida Public Service Commission (PSC) approved, the most forward-looking and strict consumer protections in America to ensure what you just described does not happen here.

Thanks to the PSC’s approval, we now have special rates that will apply to any large-load customer who requests service from FPL. Those rates are designed to ensure that data centers pay their own way — and Florida’s households do not subsidize the energy needs of these power-intensive projects.

When designing these protections, how did FPL approach the problem?

These big data centers haven’t yet made it to Florida. So, we fortunately have the benefit of time to learn from the experiences of other utilities who have seen heavy data center growth.

We all know data centers are energy-intensive. To serve them, FPL will need to build new power generation — power generation we wouldn’t otherwise need to build.

There’s a simple principle in utility ratemaking, which is that the cost-causer (or the data center in this case) should be the cost payer. So, for example, one of the protections we put in place is called an incremental generation charge. That charge requires the data centers to fund 100% of the cost of new power generation needed to serve their project.

But will FPL be spending to upgrade its system to accommodate these data centers?

We can keep system network upgrades to a minimum by steering data center projects toward areas that are already near our large (500 kV) transmission facilities and have land suitable for incremental generation capacity. We have already identified the first of three geographic zones that fit this description. These locations would allow the data center facilities to be built with minimal impact to infrastructure.

What other protections are in place?

We’ve also established requirements on the front-end designed to ensure the only data center projects that move forward are from mature, creditworthy companies that intend to stay in Florida. For example, if one of these large load customers wants FPL to serve their data center, they have to fund an engineering study to evaluate, among other things, the project’s feasibility and how much it would cost to connect to the grid. They have to pay the project cost to connect to our system. If they want to reserve capacity on FPL’s system, they must be able to meet strict collateral requirements tied to their credit. Not to mention, they also must be willing to agree to a minimum contract term of 20 years and be willing to pay the incremental generation charge we discussed earlier.

What about once the project is in service?

Once in service, the data center is subject to a minimum bill to ensure they pay for the capacity they reserve — even if they don’t end up needing all of it — as well as an exit fee for early termination. That exit fee would amount to an accelerated payment of the remaining 20-year incremental generation charge.

So they have to stand by their commitments, right?

Right – if they leave early, they’re still on the hook. So, we have protections on the front end to weed out bad projects before they move forward. We have protections during the planning phase that will keep network upgrades to a minimum. We have protections that keep the cost-causer — the data center — the cost payer. And once in service, we have protections to ensure data centers pay for the capacity they reserved and also ensure no one can cut and run without paying their fair share.

All of these combine to make up the strictest consumer protections in America as far as data centers are concerned.

FPL has an obligation to serve all customers, including any data centers that request our service. But we have designed these rates to ensure we can serve data centers in a responsible and thoughtful manner, and in a way that protects our existing customers.

As the 2026 Session ramps up, Red Hills Strategies is shuffling its roster with a couple of promotions and a pair of new hires.

The political communications and strategy firm is bumping Maggie Gahan up to director and Caroline Hamon to creative project manager. Team Red Hills is also adding Anna Stallworth and Charlotte Roberts to its strategic communications team.

Gahan, a Florida Politics 2025 Rising Star, led the successful communications program behind “Lucy’s Law,” 2025 legislation to strengthen safety on Florida’s waterways. She also works for Tampa General Hospital and supports elected officials while managing high-profile events, including TGH Day at the Capitol and Robinhood’s Financial Education Fair.​

“Maggie is an asset to this team in every way. She’s an incredible leader, a strategic thinker and a hard worker,” said Red Hills founder and President Amanda Bevis. “She has proven indispensable to many of our initiatives, and she handles high-pressure moments with a lot of grace — like a swan.”

Hamon’s promotion, meanwhile, comes as Red Hills expands its in-house creative operation. Her designs drive many of the brands and initiatives Red Hills has launched, appearing on digital platforms, collateral materials and billboards across Florida.

“Caroline brings ideas to life with smart, compelling visuals that move people to act,” said Brittany Clark, Vice President and Creative Strategist. “Our clients trust her to translate complex policy goals into clear, beautiful, creative.”

Stallworth, a recent graduate of Troy University, comes aboard as creative coordinator. Before joining Red Hills, she handled creative needs for local businesses, from hardware stores to boutiques, as well as university-affiliated organizations and events. She recently completed an internship with BowStern in Tallahassee, where she supported marketing efforts for regional clients.

Roberts joined the firm earlier this month, bringing depth to Red Hills’ strategic communications bench. She holds a master’s degree in mass communications from the University of Florida, where she was a member of Florida Blue Key and a Reitz Scholar. Her internship experience ranges from Comcast in Atlanta to Lakeland EDC near her hometown.

“The team at Red Hills Strategies is distinguished for its proactive efforts, high-quality work and meaningful results,” Bevis said. “We’re energized by the expansion of this team, which not only boosts our capacity but also brings fresh perspectives and creative thinking. More bright minds working together will lead to more dynamic campaigns that help our clients stand out in a crowded space.”