Fewer Year-End Gifts and Why Working Smarter Matters More Than Ever
A recent poll reported by The Chronicle of Philanthropy confirms what many nonprofit leaders felt in their gut at the end of last year: most U.S. adults are not making year-end charitable gifts. Roughly half of adults say they’ve already given what they plan to give, and nearly one-third report they did not give at all—and don’t intend to. Only a small slice plan to make additional year-end gifts.
This shouldn’t surprise anyone who has been paying attention.
On episode 262 of my podcast, Around with Randall, my 2026 predictions episode, I said plainly that this would be an issue. I said the same thing in my 2025 predictions show. Year-end giving was going to be harder, not easier. Donor behavior was shifting. Economic pressure, donor fatigue, and skepticism about institutions were already showing up in the data.
Now the data has caught up to the prediction. The takeaway here is not panic. It’s clarity.
If fewer people are planning to give—and fewer still are planning to give again at year-end—then nonprofits have to work smarter. That starts with stewardship. The organizations that will perform best are the ones that focus deeply on donors who want to give, not just on chasing volume. Stewardship isn’t a “nice to have” anymore; it is a core revenue strategy.
Too many organizations still treat stewardship as an afterthought or a thank-you note. Donors who feel known, valued, and connected to impact are far more likely to continue giving, increase their support, and advocate on your behalf. When giving is optional—and it always is—relationships matter.
At the same time, acquisition has to be more intentional. Broad, generic appeals are far less effective in a crowded and distracted environment. Smart acquisition today is about relevance, clarity, and credibility. Why this organization? Why this work? Why now? Those questions must be answered clearly and consistently.
Finally, we have to communicate more effectively about the value of donors. Donors are not just funding programs; they are enabling impact in the community. They are part of the solution. When organizations clearly show how donor support translates into real outcomes—students served, families supported, lives changed—it reinforces trust and purpose.
The Chronicle’s findings are not a verdict on generosity. They are a reminder that generosity has to be earned through trust, relevance, and impact. The organizations that adapt—by stewarding well, acquiring wisely, and communicating clearly—will not just survive this shift. They will lead through it.
