Strategies for Surviving (and Potentially Thriving in) Uncertain Times

Adapt early and often. Amid ongoing uncertainty, we are hearing remarkable stories of creativity, partnership, and perseverance from our clients. A prime example is a grantee of our funder client, and organization that initially considered returning funds for fear of being too visible in this politically charged environment.  

Instead of giving up, the organization worked in close collaboration with its funders to problem solve and ultimately reframe its programming in a lower-profile, community-informed way that still fulfilled its core objectives. With another client, TCC worked side-by-side to help them reframe project plans, co-create safer approaches, and reaffirm their partnerships.  

The creativity and flexibility needed to adapt in uncertain times can continue to yield benefits when circumstances are less volatile. For example, one of our social service clients transitioned to offering low-barrier services—e.g., virtual support, decentralized access points, and reduced in-person requirements—during the COVID-19 pandemic, which has better positioned them to respond to more recent potential disruptions in support. This client expects to continue to innovate in novel ways as the implications of recent policy changes play out. 

Plan for what could happen. Scenario planning—often part of strategic planning—is getting more attention because it helps organizations prepare to change direction quickly when assumptions change. We had already seen a number of clients move away from detailed, long-term strategic plans in favor of a shorter-term “strategic refresh” approach, which enables them to better reflect and adapt to rapidly evolving contexts. 

Whether within the context of a strategic planning or refresh process, or simply as a matter of better practice, the current environment reinforces the critical importance of building in regular opportunities for your organization to formally question its guiding assumptions around finances, programmatic priorities, policy engagement, human resource practices, and possible legal vulnerabilities. Considering plans on how to respond to what may never happen helps your organization to make thoughtful and timely decisions in response to what is in fact happening now and in the foreseeable future. 

Say what you need. Nonprofit organizations sometimes believe their support will be imperiled if their funders hear anything other than good news. In reality, foundation and corporate funders are fully invested in doing whatever they can to support the success of their grantees and understand that unforeseen obstacles can occur. In fact, many funders welcome the opportunity to be a thought partner in identifying possible solutions—but they often are not the ones to reach out first.   

When one of our clients could not fulfill its grant requirements due to the changing political environment, they reached out to their funder expecting to be asked to return the funds. Rather than cutting off support, the funder opened a dialogue, which was a new experience for the grantee. The organization adapted its program and came to see the funder as a flexible, supportive partner. Being proactive in sharing good and not so good news with funders helps to build trust and will serve nonprofits organizations well regardless of the political environment. 

Cut the strings. As government agencies scale back or delay disbursements, our funder clients are assessing their roles addressing the urgent gaps. Private funders cannot fill the enormous budget holes left by cuts in federal funding, and some are stepping away from causes they fear will make them targets, leaving grantees feeling even more stranded. But others are stepping up. 

For those funders who remain committed to keeping the social sector stable, increasing flexibility and reducing requirements for funding are critical. As in previous crises, many funders are allowing grantees to repurpose grants in response to changing needs and moving toward providing greater shares of their funding as unrestricted support.

This flexibility has proved critical to the survival of organizations in the past and to their ability to remain effective. Moreover, these trust-based philanthropy approaches are essential to helping organizations adapt to ongoing political disruption and have a realistic opportunity to generate lasting impact in the future.

“When we speak with grantees, they’re often so grateful for the flexibility to use funding in different ways. That kind of adaptability is exactly what funders can and should be doing, especially if they didn’t start with providing unrestricted funds.”

Tiffany Smith, Associate Director, TCC Group

“The call to act-on legal advocacy, on strengthening institutions-has been there. What’s becoming clearer is that funders can play a bigger role by connecting people who don’t usually talk and helping new ideas take shape through those conversations.”

Jared Raynor, Director, TCC Group

Host the conversations. When the ground shifts, isolation becomes a risk. Funders have a unique ability to serve as neutral convenors, enabling nonprofit organizations, other funders, and even government officials to share real-time intelligence and learn from one another.  

TCC has been working directly with clients ranging from litigation-focused environmental groups to arts and education funders facing gender-based program pressures.

Change language rather than intent. Some of our clients began reviewing their diversity, equity, and inclusion-specific language within days following the change in presidential administrations. Other clients, steeped in activism and lived experience, leaned into the new reality with a call for advocacy and resistance. In all of these cases, our clients are thinking about how to stay focused on their goals while acknowledging the changed environment. 

Our role at TCC has been supporting both approaches, helping funders and nonprofits honor their missions and the ethos of the communities they support while staying alert to the shifting terrain. As organizations proactively plan for new legal realities, we are helping our clients audit language, evaluate public communications, and craft strategies that preserve intent while managing risk. 

It may be helpful to note that the need for funders and nonprofits to adapt the language they use to characterize their work is not new. Many organizations working in conservative areas of the country were already accustomed to employing more nuanced language that “meets people where they are.” For most funders and nonprofits, being able to message effectively in the moment without losing sight of your intent is a valuable skill in both more and less restrictive eras. 

“Even traditionally apolitical organizations are surprising us with how fired up they are. They’re saying ‘we care very much about the environment and women’s health and reproductive health and immigration. We need to come up with an advocacy strategy to respond.”

Angela Kahres, Consultant, TCC Group

Use your voice. In areas like Medicaid; diversity, equity, and inclusion; and education, funders and nonprofits are increasingly stepping into advocacy roles—whether quietly behind the scenes or vocally in public. Many are recognizing that speaking up is essential to protecting the communities they serve. 

TCC supports them with policy briefings, messaging frameworks, and coalition-building strategies to ensure their voices are heard.