2025 Social Purpose Report
Ops for Charity (OfC) was formed in 2025. The Washington Social Purpose Corporation (SPC) structure was chosen to demonstrate a commitment to public benefit.
The specific social purpose is to strengthen the operational and technological capacity of nonprofit and social good organizations so they can dedicate more time and resources directly to their missions.
Many organizations operate with limited staff capacity while also trying to improve processes, adopt new technologies, and respond to changing operational needs. Balancing those efforts can be difficult, especially when the mission may take priority over longer-term improvements.
OfC was created to fill these gaps by helping organizations make better use of technology and improve operations.
Objectives
- Short-Term: Focus on solving immediate, day-to-day technology and operational pain points for nonprofits, build trusted relationships, and establish sound operating practices.
- Long-Term: Help organizations build resilient, sustainable technology habits and streamlined operations over time (reducing administrative burden without forcing organizations into costly or overly complex solutions).
The First Year
During 2025 OfC took the following material actions:
- Formed Ops for Charity as a Washington Social Purpose Corporation.
- Developed a flexible service model combining operational and technology support with administrative.
- Established governance and operating practices.
- Built a website and materials to explain mission and services.
- Began building relationships within the nonprofit community.
What Was Learned
The most valuable outcome of 2025 was a better understanding of where OfC can provide meaningful assistance. While CIO or COO leadership would help organizations, their most pressing need is to solve practical immediate fixes. A blended approach requires addressing immediate needs while also building mutual trust and an understanding of the organization. That leads to improving operations in measured steps.
Many organizations have accumulated systems after years of changing priorities, vendor recommendations, and budget constraints. Individual decisions frequently make sense when they are made. But over time, those decisions can create complexity, inefficiency, and risk.
There’s also a growing complexity facing nonprofit leaders. Cybersecurity threats continue to evolve. Artificial intelligence is creating new opportunities and uncertainties. Each development creates another set of decisions for organizations that are already operating with limited time and capacity.
How Progress Was Measured
As a first-year organization, there was no large body of quantitative data to evaluate. Instead, progress was measured in a few straightforward ways:
- Whether the SPC was successfully established and operating.
- Were activities consistent with our social purpose.
- Whether meaningful, practical assistance was provided to the organizations that sought support.
- Whether understanding of the challenges faced by nonprofit organizations increased.
- Whether OfC’s ability to support additional organizations improved.
Looking Ahead
The goal for 2026 is to continue supporting organizations that need experienced help with practical solutions, but may not require, or be able to justify, a full-time position.
Planned material actions include:
- Immediate Staffing Support: Step in to solve immediate technical and workflow bottlenecks.
- Operational and technological improvement: Help organizations evaluate artificial intelligence safely, review cybersecurity risks, consolidate tangled systems, and reduce repetitive work through automation and process improvement.
- Outreach Expansion: Expand outreach to reach more small-to-midsize nonprofits across the state and beyond.
The plan is to continue refining this approach based on what is learned from organizations OfC serves.
Closing Thoughts
While some of the work may be temporary, creating meaningful, lasting connections is a core principle for OfC.