By Adam M. Doyno, MPA, CFRE - Executive Director and Chief Development Officer, CUNY School of Public Health Foundation
The current administration’s reduction, elimination, and pause of federally funded grants for research and other mission-critical projects at institutions nationwide is where our attention must remain fixated. The cascading effects of these seismic changes are only beginning to surface. As government support retracts, institutions will increasingly turn to private philanthropy to fill the widening gap, all at the very moment the tax code is poised to disincentivize charitable giving and penalize the use of endowments.
The scarcity of private dollars will make competition for grants even more treacherous. One funder recently shared with me that the likelihood of receiving a grant from them was less than one-half of one percent. Days of labor invested in a highly effective, well-written, and tightly scoped two-year, $200,000 proposal will almost certainly result in a declination.
Despite their good intentions, the philanthropic sector, whether institutional, corporate, or individual, cannot and will not attempt to cover the cavernous shortfall created by the restructuring of federal grantmaking. The gap is simply too large and it would be unfair to expect them to do so. Instead, funders will prioritize new, innovative concepts that respond directly to the shifting landscape. And, if you’re lucky enough to be awarded, the grant will likely not be renewed, and the good work it supports will be discontinued unless long-term, reliable revenue streams are secured.
We must act now to prevent further reductions in force, furloughs, and other cost-cutting measures that jeopardize mission delivery and destabilize our sector. Consider new strategies to help your organization withstand what lies ahead:
Double Down on Fundraising Events
Thoughtfully executed events do more than generate revenue; they create moments of collective energy, visibility, and storytelling that institutions desperately need in a constrained funding climate. They deliver unrestricted dollars, attract new supporters, deepen engagement among existing donors, and strengthen institutional reputation. Well-designed events can become durable, predictable annual revenue engines that also cultivate community loyalty.
Collaborate With Like-Minded and Complementary Organizations
Strategic partnerships will be essential as the funding landscape becomes more competitive and fragmented. Collaborating with organizations that share mission alignment, geographic overlap, or complementary expertise allows partners to pool resources, reduce duplicative costs, and present more compelling joint proposals. Funders increasingly seek scale and cross-sector leverage, attributes more easily achieved through collaboration than through isolation.
Major Donor Cultivation
As institutional philanthropy tightens, individual major donors will become even more critical to sustaining long-term mission priorities. Major donor work requires time, strategy, and personalization, but the return on investment is unmatched when executed with intention. Those who believe in our mission and resilience during this moment of national uncertainty are the most likely to step up with increased giving and multi-year commitments.
Build and Grow Recurring Giving Programs
Recurring giving programs are powerful stabilizers in unpredictable philanthropic climates. Monthly donors provide steady, reliable revenue that supports operations, offsets grant losses, and strengthens institutional flexibility. They also retain at significantly higher rates and have higher lifetime value than one-time donors. By developing a structured, branded recurring giving society backed by targeted acquisition campaigns, organizations can create a resilient financial backbone that grows steadily year after year.
Invest in Advocacy and Policy Engagement
As federal funding structures shift, we must strengthen our influence in shaping the policies that affect our missions. Advocacy through coalitions, convenings, public testimony, or published policy recommendations cannot replace philanthropy, but it can protect vital programs and mitigate further erosion of public support. Organizations that articulate their societal value to policymakers position themselves not merely as grantees, but as indispensable contributors to the public good.
Strengthen Earned Revenue and Mission-Aligned Ventures
To reduce dependency on increasingly competitive grants and shrinking philanthropic dollars, institutions should explore or expand mission-aligned earned revenue streams. These may include certificate programs, specialized training activities, consulting, licensing intellectual property, or facility rentals. When designed thoughtfully, earned revenue both reinforces mission impact and diversifies financial resources, enhancing resilience and positioning the organization as a leader in the marketplace.
We are standing at an inflection point that demands clarity, courage, and collective resolve. The challenges ahead are real, and the consequences of inaction will be felt across every corner of our sector. But if history has taught us anything, it is that the nonprofit community is no stranger to crisis. We rebuilt after 9/11, when fear and uncertainty reshaped our city and our country. We sustained our missions after the economic crisis of 2007 and the Great Recession that followed. We persevered through a global pandemic that brought the world to a standstill. And each time, we emerged not only intact, but stronger, more innovative, and more connected to the communities we serve.
We can overcome this moment, too, but only if we recognize what is happening, refuse to be distracted, and act with intention. Let’s remain keenly focused on the path forward. It will require reinvention, collaboration, and bold investment in new strategies. The stakes are high, but so is our capacity to meet them. This is our moment to rise.
Adam M. Doyno, CFRE, is the Founding Executive Director of the CUNY SPH Foundation and the Inaugural Chief Development Officer of the CUNY Graduate School of Public Health and Health Policy, where since 2018 he has built and led the school’s comprehensive fundraising enterprise. He has been a driving force in advancing CUNY SPH’s growth as an independent, accredited, and nationally recognized public health institution, securing philanthropic support that expands access and opportunity for students and communities across New York City. Previously, he held senior development roles at FPWA, the National Kidney Foundation, and United Way of New York City, leading donor-centered strategies across local and national platforms. Adam is an active nonprofit leader, serving on the Board of Directors of the Association of Fundraising Professionals–NYC Chapter, the Harmony Health Foundation, and the 125th Street Business Improvement District, and has been recognized for his contributions to the field with multiple professional honors.
