In an unpredictable year for higher ed, stability starts with advancement

It feels like every week brings a new headline that reshapes the higher education landscape. The One Big Beautiful Bill passed this summer will alter how charitable giving and student aid are taxed starting next year. The administration’s new Compact for Academic Excellence in Higher Education introduces potential limits on international enrollment and restrictions on certain DEI programs. And the government shutdown this fall has already delayed research grants and squeezed operating budgets on many campuses. 

Together, these shifts are creating a highly unpredictable fundraising environment. How do you keep moving when the landscape keeps changing? Here are three strategies advancement leaders can enact right now to steady their teams and sustain momentum. 

1. Focus on the impact your institution has on the world around it

Amid growing public doubt about the value of higher education, institutions must make their impact visible and tangible. Share stories that connect your mission to what matters most for your communities: 

• The student who finished a degree thanks to emergency scholarship aid. 

• The research team developing affordable water filtration systems for nearby towns. 

• The nursing students providing free care at local clinics or mentoring future health professionals. 
• The small business incubator helping alumni launch companies that create local jobs.  

These stories do more than inspire—they build confidence. According to the 2025 Bank of America Study of Philanthropy, 7 in 10 affluent donors now prioritize “visible impact” over institutional loyalty when deciding where to give. When advancement teams highlight how their institutions serve the public good, they help rebuild trust and show that higher education is part of the solution. the public good, they help rebuild trust and show that higher education is part of the solution. 

2. Speak honesty about what’s happening

Your donors are reading the same headlines you are. They see the political tension, policy reversals, and funding debates shaping higher education. What people want right now isn’t polish—it’s honesty. 

That doesn’t mean taking a political stance. It means being upfront about what’s real and how new policies, funding cuts, or tax changes affect your mission. When those shifts make it harder to do the work, say so. When your institution finds creative ways to adapt, share that too. 
 
You might say something as simple as, “We know there’s uncertainty around state funding this year. Here’s what that means for student aid and why donor support is more important than ever.” That kind of message helps donors feel informed and included instead of talked at. 

Avoid silence or vague messaging. In recent EAB research on donor retention, transparency ranked among the top predictors of sustained giving during institutional change. Institutions that communicate clearly, especially about challenges, are better positioned to maintain donor trust and engagement. ey’re ready to adapt and keep moving forward, even in uncertain times. 

3. Build support for the work that’s at risk

3. When essential programs face uncertainty—whether in research, financial aid, or access—act quickly to build a clear case for philanthropic support. Show what’s at stake and how private giving keeps critical work on track: 

• If a research grant is delayed, explain how donor gifts sustain labs and graduate assistants. 

• If state funding for scholarships is in question, show how donor support helps students stay enrolled. Use storytelling to demonstrate impact. 

• If new policies affect workforce development or diversity initiatives, highlight how philanthropy keeps those efforts going for the students and communities who rely on them. 

 
The 2025 CASE Voluntary Support of Education (VSE) report found that institutions that proactively communicate urgency around mission-critical needs retain more core donors, even as overall donor counts decline. The message is simple: don’t wait to make the case for why giving matters now. 

It’s part of our job to help donors see what’s at risk and how their support can sustain the work that matters most. When institutions communicate that clearly, they show they’re ready to adapt and keep moving forward, even in uncertain times. 

Keep moving forward 

No one knows exactly what the next year will bring. Policies will shift, budgets will tighten, and the headlines will keep coming. But advancement’s job remains clear: keep people connected to the institutional mission. 

When we show impact, speak honestly, and protect the work at risk, we remind our communities that higher education—and philanthropy—are still worth believing in. That kind of clarity and courage is what will keep us moving forward. 

Jenny Jones

Principal, Advancement Marketing Services

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