⁄Policy Brief⁄ BY KELLIANN AMICO THE SWEEPING TAX AND BUDGET legislation recently passed by Congress, dubbed the “One Big Beautiful Bill” by its supporters, is poised to hit vulnerable communities hard. As reductions to public benefits like Medicaid and SNAP take hold, the burden will fall heavily on organizations that serve as the safety net across our state. For many Oregon nonprofits already stretched thin, the bill is more than a policy shift. It is a direct threat to their ability to meet rising needs. They’re the ones calling this legislation anything but “beautiful.” For many nonprofit leaders, this moment is both challenging and exhausting. But it is also an opportunity to reinvent how they get things done. The nonprofits best positioned to thrive in this new environment will be those that embed strategic communication at the leadership table. This can begin with a simple but important shift: inviting communication leaders into strategic discussions early, rather than looping them in after decisions are made. Trust and reputation are shaped by how an organization engages the people who matter most — employees, donors, policymakers, volunteers and the communities they serve. When teams across finance, operations, legal, programs and administration work from a shared understanding of mission, goals and messaging, it builds credibility and reinforces the organization’s reputation. Strategic communication plays a critical role in making that possible. Federal Shifts, Local Impact While nonprofits work to strengthen internal alignment and build trust, they must also contend with the uneven external landscape shaped by the new federal legislation. The act includes a few provisions that could, in theory, expand the donor pool, such as a permanent universal charitable deduction and a new deduction for non-itemizers. There’s no question that the larger, well-resourced organizations — with robust development teams and access to high-net-worth donors —are better positioned to weather the storm and capitalize on the act’s limited upsides. But whatever their size, nonprofits that choose now to center strategic communication in their organization will be better positioned to earn the trust of donors that fuel long-term success. Strategic communication becomes especially valuable when nonprofits are challenged to respond to complex policy shifts with clarity and coordination. A housing nonprofit in Portland or Eugene, for instance, must ensure its leadership team, development strategy, program delivery and advocacy efforts are unified around a shared narrative that anticipates the surge in need caused by SNAP cuts. Oregon’s community health centers and rural clinics must prepare for Medicaid policy changes by aligning cross-functional messaging, from the boardroom to the front desks. Practical Tools for Building Trust and Resilience If your organization has a strategic communication plan, consider reviewing and updating it to ensure it reflects your current goals, challenges and opportunities. If a plan doesn’t yet exist, there’s no time like the present to start developing one. A helpful starting point can be a simple audit of your current communication practices — taking stock of what’s working well, where gaps exist and how communication flows across teams. From there, many organizations find value in building a cross-functional calendar that maps communication to organizational benchmarks, known opportunities and areas of potential risk. It can also be useful to take a fresh look at how you’re engaging different audiences — internal and external — and whether your communication reflects the values and clarity your stakeholders expect. Donors, beneficiaries, employees and community partners all deserve messages that are consistent, honest and easy to understand. And just as important is listening: paying attention to how your communication is landing, whether through formal feedback, social media or the proverbial chat by the water cooler. If your message isn’t coming through clearly, small adjustments to tone, channel or timing can make a big difference. Many organizations also consider it an imperative to develop a crisis communication plan that identifies likely pressure points and outlines general processes and messaging for how the organization would respond if something goes wrong. While every crisis is different and will require a tailored response, having a thoughtful starting point can help your team act quickly and communicate with confidence when the unexpected happens. Strategic Communication at the Leadership Table Oregon’s nonprofits — and nonprofits across the country — are entering a new phase. While the One Big “Beautiful” Bill Act may have created a more complicated funding and regulatory environment, it also signals a moment to elevate communication as a core function. That elevation must begin at the top, with leadership teams and boards recognizing that strategic communication is essential to the organization’s infrastructure and integrated into high-level decision-making. Of course, communicators must also earn their seat at the leadership table. This requires a deep understanding of the organization’s internal functions — its funding models, operational realities, regulatory constraints and strategic goals — as well as the external issues and policy dynamics shaping the communities it serves. Advisors who bring this level of insight are not just translators of strategy; they help shape it. The strongest nonprofits will survive, and even thrive, in these challenging times. To ensure that your organization is well-positioned to overcome what may seem a Darwinian reality, save a seat at the leadership table for strategic communication. Then listen to and respect their counsel just as you would those who speak the languages of law, finance, operations or programming. Kelliann Amico is the owner of Amico, a strategic communication and public relations firm based in Portland. She has served as a board member, volunteer and professional consultant to nonprofit organizations over the course of her 40-year career. SHUTTERSTOCK To Thrive Amid Change, Nonprofits Need Strategic Communication at the Top 62
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