Giving is a passionate act. As fundraising professionals, we are always looking for strategies and pathways to elevate the fundraising discourse beyond budgets and business plans (though they are important) – because seeing the “big picture” will motivate a donor to understand the full value of their gift and thus give to capacity.

Our goal is always to lift the discussion up from the realm of the transactional and into the realm of an expression of personal interests and belief; commitment to the betterment of society; and the desire of the donor to improve their lives, those of their family, and to build their community.

We aim to connect leaders and donors to the organization’s vision for the future, the result that they – through their philanthropy – will enable, and the difference that the result will make. Vision, supported by a strong value proposition, data and fact, is what motivates people to dig deep and attempt to make change. Seems simple enough…but not so fast. Our world is anything but simple.

As a lagging indicator to circumstances in our society – social, political, economic, religious and military – philanthropy is profoundly impacted by “external” events yet at the same time is called upon to assume a more essential place and become even more central during times of turbulence and stress.

It seems that we are always contending will challenges and crises. Over the past generation, we continue to deal with circumstances – beyond natural disasters – that have impacted on giving and the scope of giving and punctuate the importance of philanthropy. They have included (and this is not an exhaustive list) 9/11; the Great Recession; COVID; the murder of George Floyd; the War in Ukraine; October 7th; and the current changes and development creating uncertainty and tumult in financial markets.

So how does a nonprofit function in an environment of constant and overlapping challenges, and, more importantly, distractions for donors who are critical participants in the nonprofit’s advancement, ongoing operations, and growth?

Here are some thoughts on Resilient Revenue…how a nonprofit might approach a period of crisis.

Above all, there must be a commitment to openness and communication – between funders and nonprofits, and the nonprofit and their donors. 

In a March 5, 2025, blog post for the Center for Effective Philanthropy, Dr. Ellie Buteau, writing about the concerns of nonprofits in a time of uncertainty, suggested the following about nonprofits’ expectations of funders:

Nonprofit leaders are most concerned about decreases in, and uncertainty about, funding for their organizations. They also report a high level of concern about the changing priorities of government and private funders. The well-being and safety of those their organization seeks to help as well as that of their own staff members remain top of mind for many nonprofit leaders, too, during these rapidly changing times.

More than three quarters of nonprofit leaders indicate they would like to receive communications about the implications of the political climate from their foundation funders. One nonprofit leader says, “Communication and transparency would be the biggest gifts foundation funders could give to nonprofits during this time of uncertainty.”

In turn, nonprofit leaders must communicate with their constituents and stakeholders about the scope of the challenge and provide guidance as to what must be done to navigate the current times and the sense of impending or existing crisis.

Against the backdrop of uncertainty, should a nonprofit forgo or suspend a major campaign or fundraising initiative for an essential element of the organization’s mission or work? 

The initial answer is no, but like everything else in the philanthropic marketplace, it is not that simple. Here are some suggestions that we might describe as Pivots for Success:

  • Recognize and understand the current market. Is there a place for this campaign?
  • What is your leadership saying – is there consensus about direction and strategy?
  • Carefully craft your message to reflect a clear and understandable Value Proposition.
  • Share a clear and concrete Case for Giving and clarity for why the timing is now. Clarity and accountability, not fanciful notions and/or opening yourself up to perception of being in denial of the surrounding environment, are key.
  • Is this a priority which should not or cannot be deferred?
  • Be clear as to the practical purposes and outcomes of the effort, and how they will make a difference for the long term, thus deserving the investment.
  • Mobilize leadership to advance the Case and project achievability.

Additionally, as you consider the steps in front of you for your prospective campaign or initiative, be equally clear as to the timeliness of the prospective effort, and as it relates to the purpose of the initiative.

If it is a ramped up or expanded Annual Campaign, be definitive and direct regarding the importance of the effort to the institution, and its relevance to the nonprofit’s vision and purpose before, during and after the crisis or current situation. This, with the understanding that at any moment circumstances may suggest that there is a reason not to move forward.

For a prospective Capital or Building Campaign, be unambiguous as to why capital improvements are required NOW and how the additional or renovated space is essential for the benefit of the institution and the community now and going forward.

And if you are proposing to build your Endowment, be concrete as to the purpose of the Endowment for the short term, as it is being funded, and the value proposition going forward.

Again, the key drivers for Resilient Revenue and fundraising success in times of uncertainty are Clarity of Purpose and Plan; personal and financial Investment and Involvement of Professional, Board, and Stakeholder Leadership; a commitment to Innovation and Ethical Best Practice; Readiness, with necessary knowledge, data, and tools, to sell this in the Marketplace; and advanced by a Strategic Direction with a clear Master Plan and Business Case that makes sense to donors and planners, stressing Results and Achievability. 

Several months ago, I had scheduled a trip to Los Angeles in January for visits with clients and donor stewardship. As it turned out, the trip ended up being the week after the worst of the wildfires.

I had scheduled more than ten meetings over the course of several days. I kept a close watch on developments on the news in the days leading up to the trip, and I decided that if anyone among the people I was scheduled to meet contacted me and told me not to come, I would cancel the trip. To my surprise, nobody called to cancel. The trip happened as planned and all the meetings took place.

The commitment of all the people I saw that week was remarkable. I honor them and their dedication to their respective causes. I was inspired by their resilience.

Successful fundraising has occurred through challenges and obstacles over time. Philanthropy has neither stopped nor been deterred by crisis. The individuals and institutions who succeed are driven by Vision and Purpose. Waiting for the crisis to pass is no longer an option.