Chris Crooker is a senior consultant with Johnson Grossnickle and Associates, where he advises nonprofits on fundraising strategy, major gifts, and campaign planning.
For small nonprofits, fundraising has always required a kind of double vision: attending to today’s cash needs while reading the signals that may shape tomorrow’s revenue. In 2026, that work feels especially consequential. Organizations across the country are navigating economic uncertainty, shifting public funding, donor fatigue, and a more complex policy environment.
At the same time, there is something hopeful in the data: donors still want to support institutions they trust, especially those deeply rooted in community.
At our firm, Johnson Grossnickle and Associates, one theme is emerging clearly across our work with nonprofits: fundraising is not getting easier, but it is becoming more relationship-dependent, more data-informed, and more strategic. For community radio stations and other small nonprofits, this may actually be a source of strength. The organizations best positioned for the years ahead will not necessarily be the largest … they will be the ones that can explain their value clearly, engage supporters personally, and invite donors into a shared vision for local service.
The national picture: giving is changing, not disappearing
National philanthropy is being shaped by a few overlapping forces. First, giving remains concentrated. A relatively small number of households and institutions account for a large share of charitable dollars, so major donor relationships, planned giving, and foundation partnerships remain essential even for organizations that take pride in grassroots support.
Second, broad-based participation is under pressure. The number of everyday donors has declined for years, and rebuilding it is a sector-wide priority — one where community radio has a genuine advantage. Stations are built on repeated contact, local identity, and trust. Listeners may not think of themselves as philanthropists, but they understand membership and mutual support. They understand that something valuable exists because the community chooses to sustain it.
Third, donors are asking sharper questions. They want to understand impact and relevance. “Help us keep going” is understandable, but stronger cases connect the organization’s work to a specific community need: trusted local information, emergency communication, cultural connection, multilingual service, civic participation, youth development, the preservation of local voices.
What the One Big Beautiful Bill may mean for philanthropy
The One Big Beautiful Bill Act adds another layer to this environment. A recent analysis from the Indiana University Lilly Family School of Philanthropy and CCS Fundraising estimates the law could reduce total annual charitable giving by roughly $5.69 billion while also expanding the donor pool by more than 8 million households. More donors, but lower average giving — particularly from higher-capacity households and corporations.
Several provisions matter for nonprofits. A new universal charitable deduction for non-itemizers could encourage more small and moderate gifts by allowing taxpayers who take the standard deduction to deduct up to $1,000 (single filers) or $2,000 (married filers). For organizations with membership programs, listener drives, and annual funds, this is a real opportunity: remind supporters that their gifts may now carry a tax benefit they didn’t have before.
On the other side, a new 0.5 percent floor on itemized charitable deductions, a 35 percent cap for top-bracket filers, and a 1 percent floor on corporate charitable deductions may reduce giving from larger donors and companies, especially where gifts are planned with tax strategy in mind. Nonprofits should expect more attention to timing, donor-advised funds, bundling, and multi-year commitments from this segment.
Looking further ahead, the Education Freedom Tax Credit, structured as a credit for contributions to scholarship-granting organizations, may draw some charitable dollars toward K–12 education giving. It is too early to know whether this will create meaningful substitution, but nonprofits outside that space should be prepared to articulate why their missions remain worthy of philanthropic priority.
What this means for your organization right now
The most useful response is not to become a tax expert. It is to strengthen the fundraising fundamentals that help organizations adapt to any environment.
Make the case for support more specific. Donors should be able to say in a sentence or two why your organization matters now. For a community radio station, that means naming your role — in local news, emergency response, cultural expression, civic dialogue, or language access. The more concrete the value, the easier it is for donors to say yes.
Treat annual donors like future major donors. A $10 monthly member may never make a six-figure gift, but some will increase over time, include the station in their estate plans, or become advocates. Stewardship doesn’t have to be elaborate: a timely thank-you, a short impact update, or a personal call can make a supporter feel genuinely seen.
Build simple segmentation into your fundraising. New donors, renewing members, lapsed donors, sustaining members, and planned giving prospects are different audiences who deserve different messages. Even a modest CRM cleanup can help an organization communicate more thoughtfully.
Ask for multi-year commitments where appropriate. In uncertain times, predictable revenue is powerful. Inviting a business underwriter, major donor, or foundation partner to make a two- or three-year commitment helps you plan and gives donors a clearer sense that they are investing in stability.
Talk with larger donors before year-end. If your higher-capacity donors are rethinking tax planning or timing, don’t wait until December to find out. A check-in in late summer or early fall can open the door to stock gifts, donor-advised fund grants, IRA charitable distributions, or planned giving conversations.
The opportunity ahead
The fundraising landscape is shifting, and 2027 may bring further changes as donors and nonprofits adjust to the new policy environment. But small nonprofits should not underestimate the assets they already hold: mission clarity, local relevance, trusted relationships, and a direct connection to the communities they serve.
For community radio, those assets are especially powerful. At a time when people are searching for trustworthy information and authentic connection, local stations have a compelling story to tell. The work now is to tell that story with confidence, invite supporters into it with intention, and build fundraising systems strong enough to sustain the mission ahead.
