Uncertainty is nothing new in philanthropy, but in times of rapid change—like those we’ve experienced in recent months—it can be challenging to determine the best response. Through our work in reproductive justice and democracy, the Leland Fikes Foundation has gained key insights into funding in turbulent times.
When policies shift or crises arise, philanthropy must act with intention. While we can’t predict the future, we can—and should—prepare for it. Here are guiding principles that have proven valuable, both now and for the long term:
1. Stay Steady—Don’t Panic
In moments of urgency, the pressure to act immediately can be strong, but funders must resist the temptation to react impulsively. Your grantees need stability. Pause, take a breath, assess the situation, and remember that you don’t have to respond instantly—and in fact, you likely shouldn’t.
That said, small gestures of solidarity matter. A message of support or simply listening can go a long way. If you reach out, be ready for questions: Can you provide additional funding? Can you adjust existing grant terms? If you don’t have answers yet, set clear expectations on when you will, and communicate proactively if circumstances change.
2. Relationships Matter More Than Ever
You can’t track everything, and you certainly can’t fill every funding gap. Instead, lean into your network—peers, policy experts, lawyers, larger funders, and frontline organizers. These relationships offer valuable insight into what is happening, how it affects you and your grantees, and where additional funding might be available. The strongest funders don’t act alone—they operate in community.
3. Leverage More Than Just Money
Funding is critical, but so are connections. Your board and donors may have influence beyond their philanthropy. Can they engage policymakers? Can they advocate for change in high-level conversations? Consider how to strategically leverage relationships alongside grantmaking.
4. Educate Your Board and Donors
If you’re feeling overwhelmed by a crisis, your board and donors likely know even less. Provide context. Help them understand the scale of the issue, the role philanthropy can (and cannot) play, and why unrestricted, long-term support is more critical than ever.
5. Know Your Board’s Risk Tolerance
Uncertainty often exposes misalignment between boards and staff. Now is the time for candid conversations about your board’s comfort with risk and responsiveness. Discuss ‘what ifs’ before the next crisis:
- What constitutes a funding emergency, and how quickly can you deploy additional dollars?
- Can you convert restricted grants to general operating support? If so, what’s the process?
- If a grantee loses a federal grant, will your board consider filling the gap, even if their scope of work changes? Will you modify existing outcome goals?
- How will you respond if a grantee loses its 501(c)(3) status?
Scenario planning doesn’t require predicting the future, but it does allow for faster, values-aligned responses when the unexpected happens.
6. Align Your Response With Your Capacity
If you can’t move money quickly, don’t ask grantees for a detailed budget impact analysis in the middle of a crisis. That only shifts the burden onto them. Be mindful of what you request and when. Having these ‘what if’ discussions with your board in advance will help you ask the right questions and offer timely, meaningful support when grantees face uncertainty.
7. Unrestricted, Multi-Year Funding Is Key
You already know this, but it bears repeating: general operating support allows organizations to pivot and respond as needed. Whenever possible, make new grants unrestricted and lift restrictions on existing ones. Similarly, multi-year funding provides the stability grantees need in an unpredictable landscape. In times of high uncertainty, flexibility and stability are invaluable.
A Final Thought: Preparing for the Long Term
If you’re interested in deeper conversations about funding amid increasing restrictions on philanthropy, I’d love to connect. These are uncertain times, but philanthropy is at its best when it moves with intention, strategy, and solidarity. Let’s keep learning—and acting—together.
About the Author
Lauren Blitzer is the executive director of the Leland Fikes Foundation in Dallas, Texas.