As the US prepares for a second Trump administration, we reflect on how social sector organizations can build on their strengths and experiences to maintain and even expand the positive impact of their work. Our clients’ successes during the first Trump administration and the COVID-19 pandemic demonstrate the sector’s remarkable resilience and ability to adapt while increasing social impact. None of that has changed and, indeed, many of those traits have strengthened because of investments made over the last eight years. 

We expect the social sector playbook for a second Trump administration to feature similar tactics – a pivot to state and local policy and modular program design to enable responsiveness to new issues. But we also expect new dynamics, including the potential for swift and radical shifts in the role of the federal government on key policy issues, even more targeted and specific rhetoric and action affecting vulnerable people, and systematic threats to democratic governance. We also know that times of rapid change carry uncertainty, which in turn can inspire defensiveness and reactivity. Our hope is that these reflections can help our clients and the field imagine possibilities and prepare to respond – with as much decisiveness, care, and creativity as we can muster. 

Below, we have laid out three strategic areas that we expect to continue to grow in importance: 1) building effective national strategies despite increased polarization, 2) collaborating with community leaders, and 3) planning for uncertainty. In each area, we share grounded examples from our prior experiences and suggest concrete next steps. 

Building effective national strategies in an increasingly polarized landscape 

All signs point to the next administration increasing state autonomy and reducing the role of the federal government (see, for example, the proposal to transform Title I education funding to a state block grant program). The increased role of states along with increasing national polarization will require organizations to adopt more targeted, locally responsive strategies that are tuned both to the national political conversation and local interests. Decisions about where to focus and how to allocate limited resources will become increasingly complex, as organizations consider tradeoffs along multiple dimensions: Filling gaps or following momentum? Customization or standardization? Political persuasion or legal advocacy? Organizations can successfully navigate this complexity by 1) setting geographic priorities with locally tuned strategies, 2) building flexibility into their programs, and 3) considering their unique contribution to the broader landscapes in which they operate.  

1. Develop a geographic strategy. The first Trump administration saw increased state fragmentation, exemplified by the removal of federal oversight over reproductive rights protections and the reduced federal oversight of public education. During this time, Redstone worked with several partners to identify and concentrate efforts in areas with the highest potential for impact. For example, in reproductive rights, partners are continuing to work in a portfolio of states that include both defensive needs and proactive opportunities. In education, a national K-12 strategy was refined to target states with a more favorable environment for impact on target populations. 
2. Build flexibility into programs. Successful national programs are increasingly adopting modular designs that allow customizable implementation while maintaining core impact goals. For example, Redstone has supported an education client to implement a highly customizable product design that can be adapted to serve diverse contexts (e.g., policies, sentiments). Redstone has also worked with charitable food providers to leverage technology to enable personalization of support. The increased customization in both cases has granted states and individuals the ability to opt in or out of various program elements. 
3. Consider your unique role. Redstone has helped organizations identify and leverage their unique roles in their respective ecosystems to amplify impact, particularly when resources are limited. During the pandemic, Redstone partnered with a food bank to leverage its direct contact with food-insecure individuals to gather real-time data on changes in benefits access. In another case, Redstone worked with an institutional funder to utilize its significant communications platform to elevate solutions and approaches for the wider field. 

Collaborating with community leaders  

Some of the policies and partisan rhetoric of the next administration threaten to marginalize underserved communities, deepen division, and contribute to a “chilling effect” on vulnerable populations seeking assistance. The first Trump administration saw strong evidence of this “chilling effect” for many immigrant families who began avoiding use of Medicaid and food assistance benefits ahead of the administration’s proposed “public charge” rule changes. These challenges underscore the importance of trust in social sector work. Community organizations have consistently demonstrated a unique ability to maintain trusted relationships with their stakeholders and neighbors and understand local contexts. Social sector organizations can amplify these strengths by 1) partnering with trusted community institutions and 2) elevating community voices as they implement their work.  

1. Collaborate with trusted community institutions. Successful programs leverage the extensive reach that local organizations have within their communities to connect with individuals who may otherwise be underserved. In a major US city, Redstone supports nonpartisan voter turnout efforts in communities with historically low participation. To do so, Redstone has partnered with over a dozen local community organizations to run programs ranging from relational organizing to digital advertising campaigns. Amplifying the trust that these organizations have already established in their communities has helped enable broader impact. 
2. Elevate community voices in decision-making. Positioning community voices at the center of decision-making is crucial for developing effective, sustainable solutions that are aligned with local needs. A powerful example of this approach can be seen in recent collaboratives focused on delivering healthcare to New Yorkers experiencing homelessness. A funder provided an initial grant to local organizations, giving them the autonomy to allocate resources and shape strategies to meet their goals. Strategic technical assistance from Redstone further supported these groups, allowing them to focus on their strengths and enhance their impact. Redstone also supported a Los Angeles project to conduct focus groups and hear directly from people who are experiencing homelessness to provide recommendations to the Committee for a Greater Los Angeles as they created their action plan. 

Planning for uncertainty  

Periods of uncertainty often present unique opportunities for transformative impact. During the COVID-19 pandemic, the social sector responded rapidly and collaboratively to address immediate needs, with many organizations refreshing their strategies in response to the new reality. Funders also found new ways to make additional resources available while acting as good stewards (such as the Ford Foundation’s social bond). As organizations prepare for the next administration, they can align strategic planning on an ongoing basis, explore potential partnerships, and seek new sources of philanthropy.

1. Combine strategic planning with ongoing learning. In our experience, effective strategic plans during uncertain periods serve a dual purpose: aligning leadership around core priorities and maintaining flexibility in execution. This favors planning processes that foster buy-in among decision-makers and strategic learning agendas that provide real-time opportunities for sense-making as contexts evolve. Redstone has helped programs across a range of topics improve their data gathering and sense-making capabilities, customizing machine learning and other statistical methods for the unique complexities of the social sector.  
2. Leverage philanthropy for high-impact coordination. By sustaining and investing in the cross-sector networks and information-sharing channels established during the COVID-19 pandemic, funders and organizations can quickly identify emerging needs and mobilize coordinated responses. These partnerships proved essential during the pandemic, enabling swift action through initiatives like COVID-19 response funds. For one client, Redstone facilitated the coordination of public funds by supporting data sharing and collaboration among fund intermediaries, ensuring that their collective approach was both strategic and coordinated. We encourage organizations to prepare now by reducing barriers to collaboration, in turn enabling a unified response to unanticipated challenges.  
3. Explore additional philanthropic resources for outsized impact. As organizations strategize in a time of potential cuts to social services, exploring non-traditional funding streams can open new avenues for support. During the COVID-19 pandemic, for example, new donors stepped forward to meet urgent human services needs. Some funders may also embrace the practice of increased programmatic giving during this key moment—pushing beyond the 5% minimum—depending on the need for the programs they support. Tony Proscio’s Value, Time, and Time-Limited Philanthropy offers a succinct and effective summary of the factors that foundations should use when considering whether to step up programmatic investment. 

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We hope that these perspectives are helpful. While the road ahead is daunting, there are many opportunities to drive significant impact for your core constituencies. For thought partnership and next steps, reach out to members of our Managing Committee who lead Redstone services and practices: 

• Stacey Chen, to discuss advocacy and movement building in an age of heightened polarization  

• Jeff Cohen, to discuss how to elevate the voices of community organizations in strategy and execution 

• Rachel Cowher, to discuss how organizations are building capacity to scale impact  

• Kathy Francis, to discuss actionable learning in times of uncertainty 

• Lee Green, to discuss how to rapidly and strategically pool resources  

• Sam Greenberg, to discuss how philanthropy is investing in the future of our democracy 

• Nathan Huttner, to discuss how to analyze and manage risks to impact outcomes 

• Bob Shaver, to discuss how technology can increase social sector responsiveness