Resiliency Strategies for Nonprofits in Times of Political and Financial Instability

We may be forced to eliminate services to immigrants funded by federal grants.
I hope not, but that is my fear.

Executive Director, Family Violence Intervention Program

On January 22, 2025, 21 minutes before the scheduled start of a two-day federal grant orientation for 50 nonprofits who had just received the Specialized Services for Abused Parents and Their Children Demonstration Grant, the recipients received an email from the director of the US Office of Family Violence Prevention and Services, under the federal Department of Health and Human Services.

The nonprofit world must prepare for seismic events like this.

The email informed the nonprofits, which provide critical intervention services for family, domestic, and dating violence, that the grant orientation was canceled, effective immediately with no reason given, and that the government office had been instructed to “refrain from public speaking engagements,” including communication with the nonprofits.

The nonprofits, many of which were already starting to draw down these critical funds, were stunned: While the letter did not address the recent attempted freeze in federal funding by executive order of the president, the nonprofits worried their federal grant funds were at risk—and what the cryptic messaging meant.

The bizarre incident was one of hundreds of similar scenes of confusion, fear, and uncertainty across the nonprofit world after the attempted federal funding freeze. The nonprofit world must prepare for seismic events like this, as more are sure to come.

This moment presents a crucible for the nonprofit sector. Nonprofits and the communities they serve cannot afford to be passive casualties of political shifts. They must prepare to wield their strongest weapons—advocacy, strategic planning, and collaboration—to fight back and defend their missions.

The Weaponization of Policy Implementation Under the New Administration

Elections inevitably translate into shifts in federal policy and the flow of federal dollars in the nonprofit sector—think President Bill Clinton’s 1996 changes to unemployment benefits or Michigan Governor Rick Snyder’s 2011 environmental deregulations that preceded the Flint water crisis, for example. The US three-branch system of government was designed to create checks and balances where the elected officials make policy and the public servants implement it. Historically, there has been a healthy tension between the political processes that develop policy and the administrative processes that implement it, which helps temper the influence of partisanship.

Nonprofits and the communities they serve cannot afford to be passive casualties.

The events of the last few weeks signal the new administration’s blatant disregard for these historic policy processes. While past presidents have used executive orders as a political tool, the intensity and scope of President Trump’s recent orders represent an unprecedented weaponization of presidential power. These executive actions, which carry the force of law without requiring congressional approval, have been deployed at an alarming scale.

These orders have also reshaped the implementation of policy, with many designed to increase presidential control. For example, among the many executive orders signed by President Trump to date, recent ones have: revived Schedule F policies that make it easier to reclassify career public servants and dismiss them for perceived misalignment with the administration’s political agenda; directed the reallocation of federal funds without congressional approval; weakened long-standing regulatory safeguards in areas such as environmental protections and labor rights; and limited the independence of federal agencies by expanding presidential control over their leadership. This dangerously broad use of executive orders grants the administration more direct control over policy implementation, further eroding the intended neutrality of civil service.

While political forces have always shaped policy development, the implementation process is becoming equally politicized. Moving forward, public dollars will likely be allocated based on political will rather than informed policy processes, expertise, or public need—a highly hazardous shift for the nonprofit sector.

Why Florida’s Nonprofits May Be Able to Forecast the Sector’s Future  

Florida’s 2022 and 2023 legislative sessions were a pilot site for the kinds of drastic administrative maneuvers, decimation of rights, and attacks on the nonprofit sector that are now unfolding under the Trump administration. These legislative sessions were the testing ground for the new administration’s policies. Now, with national control, nonprofits across the United States face similar risks.

Policies piloted in Florida during these sessions were later incorporated into Project 2025, which aims to restrict reproductive rights, eliminate LGBTQIA+ protections, overhaul social services, and weaken civil rights. Laws like the Parental Rights Acts (“Don’t Say Gay Acts”) and the Individual Freedom Acts (“Anti-Woke Acts”) directly harmed Florida nonprofits working on critical social and health issues. Rapid regulatory changes reshaped Florida’s nonprofit landscape overnight—just as similar shifts are now unfolding nationally and globally. Programs once supported and funded were suddenly banned or even criminalized.

Florida’s experience showed that nonprofits misaligned with the administration’s political priorities faced contract renegotiations, defunding, or outright dissolution. Now, nonprofits nationwide whose mission conflict with the administration’s “anti-woke” and “anti-DEI” stance should prepare for similar challenges. Looming federal funding cuts and restrictive mandates could decimate many organizations. To navigate the unfolding national crisis, nonprofits should learn from the experiences of Florida’s nonprofits and others who have weathered political and financial upheaval.

Lessons Learned in Nonprofit Resilience During Past Crises

While the Trump administration’s recent actions are unprecedented in scope, the experiences of nonprofits who have faced similar struggles in politically embattled states like Florida and Illinois offer valuable lessons on how crises impact the social sector—and the strategies nonprofits have used to build resilience in response.

In 2015, a 736-day budget impasse in Illinois, driven by political gridlock, forced state-contracted nonprofits to continue providing services without payment for more than two years. The fallout was devastating: $16.7 billion in backlogged bills, 90 percent reduced homelessness services, and the denial of support to more than 3,600 adults and 4,200 children seeking refuge in domestic violence shelters. The financial strain also led to the closure of longstanding community programs, including the 40-year-old Haymarket Center’s detoxification program, which served over 1,000 people annually. Time and again, history has shown that during crises, nonprofit organizations—and therefore, the people they serve—bear the brunt of the consequences.

Similarly, the COVID-19 pandemic triggered a global economic crisis, pushing many nonprofits to the brink. Financial stability collapsed, with 83 percent of organizations reporting significant declines in earned revenue and 53 percent experiencing drops in individual giving. Meanwhile, demand for nonprofit services surged. Yet, the sector lost over half a million jobs, further exposing the financial fragility that defines most nonprofit operations.

Each of these crises has forged the nonprofit sector, testing resilience, sparking innovation, and refining survival strategies. Now, nonprofits face one of their greatest challenges yet. As funding is reallocated, restricted, or rescinded in the coming years, organizations must prepare their resiliency strategies.

This article builds on our original 2020 NPQ article, “Voices from the Field: Tangible, Timely Tactics for Nonprofits during Crises,” which outlined five nonprofit resiliency strategies in response to the COVID-19 pandemic. Here, we offer five updated, battle-tested recommendations shaped by the lessons from the Illinois budget impasse, the economic upheaval of the pandemic, and Florida’s role as the testing ground for the current administration’s policy agenda.

As nonprofit resiliency scholars, we have studied these crises, integrating new insights and technologies to adapt these strategies for today’s rapidly shifting political and economic landscape. Forged in the fires of crises, these strategies are no longer just tools for resilience—they are weapons for the battles ahead.

How Can Nonprofits Fortify Their Resilience in the Face of a Crisis?

Nonprofits can—and should—apply proven resiliency strategies to navigate an increasingly volatile environment. Recent crises have sharpened these strategies, demonstrating how nonprofits can sustain operations, innovate under pressure, and withstand existential threats. The hard-won lessons from these experiences empower nonprofits to move beyond mere survival, enabling them to fight back and emerge stronger and more resilient.

Recommendation 1: Leverage microvlogs to make hard facts accessible

The digital landscape has transformed nonprofit advocacy, making social media a powerful tool for mobilizing support, influencing policy, and expanding outreach. However, in times of political uncertainty and misinformation, people are overwhelmed by information. Nonprofits must cut through the noise by presenting clear, accessible facts that are easy to understand and act upon.

To effectively inform stakeholders, nonprofits should prioritize microvlogging—short-form video content—on platforms like TikTok, Instagram Reels, and YouTube Shorts. These platforms are proven to drive higher engagement and expand reach. One key insight from the research is that successful nonprofits don’t just broadcast messages, they foster digital communities. Traditional one-way communication is becoming less effective. Interactive content that invites participation leads to deeper engagement and sustained support. Organizations must move beyond static messaging and embrace video storytelling that simplifies complex policy issues while engaging directly with the audience.

In our 2020 article, we referenced renowned author Dr. Roy Peter Clark, who emphasized the power of simplicity in communication, recommending nonprofits “make hard facts easy reading.” In today’s digital age, this principle extends beyond text—advocacy must be easy to view. Rather than relying on lengthy policy briefs or detailed infographics that can overwhelm audiences, nonprofits can create 60-second videos that break down key issues, share personal stories, and offer clear calls to action. Research shows these formats increase stakeholder participation, improve message retention, and encourage broader public engagement.

To maximize impact, nonprofits should develop a strategic approach to digital advocacy that incorporates trending formats, interactive engagement (such as duets and stitching on TikTok), and real-time updates on urgent policy issues. By doing so, organizations can turn passive supporters into active digital advocates, amplifying their message and influencing policy in a rapidly shifting political landscape.

Recommendation 2: Build a digital army of advocates

While microvlogging helps nonprofits simplify complex issues and mobilize supporters quickly, long-term resilience requires building strong digital communities to sustain advocacy over time. Nonprofits that proactively cultivate engaged networks are better equipped to withstand political and financial instability.

Leveraging the networks of social media influencers is an effective way for nonprofits to connect with a digital army. For example, during the 2022 mpox epidemic, queer influencers stepped in when Florida’s public health authorities were silent. President Biden appointed Dr. Demetre Daskalakis, a queer medical influencer, as “mpox czar,” bridging cultural divides to activate the most at-risk community: queer men. Nonprofits can partner with influencers to create viral content, saving valuable staff time while amplifying their message.

Digital advocacy shouldn’t just inform—it must invite collaboration and inspire action.

To strengthen resilience, nonprofits should focus on connecting stakeholders through interactive content and creating opportunities for participatory advocacy. Writing on LinkedIn, nonprofit digital technology expert and professor Dr. Kayla Schwoerer highlights the #CuteWinterBoots ‘trend’ as the latest example of what she calls “algospeak, coded phrases and words aimed at subverting algorithmic filters” and social media users “leveraging the algorithm’s preference for ‘products’ to talk about government resistance and amplify their reach.”

Nonprofits must prepare for workforce disruptions.

Nonprofits that encourage participation through duets, Q&As, and user-generated content see significantly higher engagement rates and stronger advocacy outcomes.

Building a resilient advocacy network means ensuring stakeholders feel invested in the cause year-round. This requires ongoing engagement, interactive storytelling, and action-oriented messaging that keeps audiences involved. Now is the time to develop these strategies so nonprofits have a fortified digital army ready if their mission is targeted.

Recommendation 3: Protect staff through preparation

The nonprofit sector’s greatest asset is its workforce. Yet crises often place employees in precarious positions, forcing them to endure job instability, increased emotional labor, and reduced wages and benefits. Our 2024 research study found that a crisis caused widespread human resource capacity loss, staff burnout, and “brain drain” as nonprofit workers left for more stable opportunities in the public and private sectors. Without proactive workforce protections, history will repeat itself, and nonprofits will lose their most valuable resource: skilled, mission-driven professionals.

Nonprofits must prepare for workforce disruptions before crises strike. Organizations with contingency plans—including flexible staffing models, leadership development pipelines, and proactive communication strategies—are better positioned to retain key personnel and continue providing services. Short-term solutions, such as furloughs and salary reductions, have long-term consequences, leading to a loss of experienced professionals and damaging the leadership pipeline for years to come.

To mitigate the human resource impacts, nonprofit leaders must prioritize workforce resilience as a core component of crisis planning. Preparations should include establishing emergency funding reserves to sustain payroll during government funding delays, advocating for contract structures that prevent delayed payments, and forming cross-sector alliances to push for fair pay and worker protections.

Additionally, nonprofit associations must take a more active role in protecting their workforce, ensuring that nonprofit professionals have a voice in policy discussions. If nonprofits do not take proactive measures to protect their workforce, they risk losing their most valued resource at the very moment they are needed the most.

Recommendation 4: Restore power through checks and balances

The lawsuits filed by the National Council of Nonprofits and others, which led to stays and the rescinding of some of President Trump’s executive orders, highlight a key recommendation from our original article that still holds true: When legislative and executive actions threaten nonprofit stability, shifting to the judicial system can be a vital resiliency tool. The courts provide nonprofits a path to challenge policies that jeopardize their missions and funding.

When legislative advocacy failed during the Illinois budget impasse from 2015 to 2017, a coalition of nonprofits took a different approach: suing the State of Illinois. By shifting authority from the General Assembly to the courts, they successfully secured a portion of their owed funding. This example demonstrates the judiciary’s crucial role in safeguarding nonprofit funding and financial stability.

Most recently, a coalition of 22 states and multiple civil rights groups filed lawsuits against a recent executive order redefining birthright citizenship, arguing that the order violates constitutional protections. These legal challenges underscored the judiciary’s role as a critical piece of the federal checks and balance system, ensuring that vulnerable populations were not left unprotected due to administrative overreach.

For nonprofits, pursuing legal action against the government can seem daunting. Many fear jeopardizing government relationships or facing political retaliation. However, history has shown that coordinated legal action—backed by a coalition of like-minded organizations—can strengthen the sector’s collective bargaining power. By working together, nonprofits can reduce individual risk, share resources, and amplify their impact in the judicial arena.

Recommendation 5: Safeguard services through strategic patience, collaborations, and innovations

Nonprofits face significant threats to their ability to maintain access to critical resources and services during times of political and financial instability. Organizations that successfully navigate these challenges rely on three key strategies: strategic patience, collaborative resilience networks, and innovation.

When restrictive policies or funding threats emerge, nonprofits should practice strategic patience. Do not preemptively alter operations; implement changes only when required. Acting too soon can unnecessarily limit services and weaken advocacy efforts. Strategic patience maximizes organizations’ ability to serve communities for as long as possible, simultaneously providing time to prepare other resiliency strategies. This approach proved effective during Florida’s 2022 and 2023 legislative sessions. One of the top pieces of advice offered by Florida nonprofit leaders was, “Do not change anything until they make you!”

While practicing strategic patience, nonprofits should also develop collaborative resilience networks in preparation for potential changes. Organizations that forge strong nonprofit networks can share resources, expertise, and infrastructure, strengthening their collective ability to withstand external threats. During the Illinois budget impasse, this strategy was particularly successful when smaller nonprofits partnered with larger organizations to act as fiscal agents, ensuring financial stability. Similarly, in Florida’s trial run of Project 2025, three organizations—a rape crisis center, an LGBTQIA+ youth nonprofit, and a domestic violence shelter—pooled their security expertise, underground transportation networks, and educational resources to sustain services despite mounting political restrictions.

Finally, nonprofits must continually adapt to sustain services during crises, which often requires finding creative ways to navigate restrictions and financial challenges. Some organizations have developed alternative service delivery methods, while others have completely restructured their operations to remain viable. For example, a Florida nonprofit facing legal challenges to providing medical care connected patients with out-of-state providers or covered travel expenses to ensure continued access to care. Similarly, during the Illinois budget impasse, a nonprofit providing therapeutic services for youth pivoted its entire service model, relocating services into schools and churches instead of maintaining a central facility. By eliminating overhead costs, the organization could continue its programming despite the financial crisis.

Resistance to Resilience: Forging a Stronger Sector

The nonprofit sector is entering a prolonged period of political and financial instability. Returning to the metaphor of the forge, the coming years will test the sector’s adaptability and strength. However, like metalworking, this transformation will require careful precision and intentional effort.

Nonprofits that embrace this challenge—refining their strategies, strengthening their capacities, and fortifying their advocacy—can emerge tempered and resilient, better prepared to shape the future of their organizations and the communities they serve.

References:

1. Roy Peter Clark, “How to make hard facts easy to read,” Poynter Institute, February 20, 2020. Retrieved from poynter.org/reporting-editing/2020/how-to-make-hard-facts-easy-to-read/.
2. Chelsea DeMasters, Katherine Morgan, Kayla Schwoerer, et al. “Forging Connections: Nonprofits, TikTok, and Authentic Engagement—A mixed-methods study.” Journal of Public and Nonprofit Affairs, 10, no. 1 (2024): 27–51, https://doi.org/10.20899/jpna.dky82f18.
3. “The 2024 Florida Statutes.” § 390.0111. http://www.leg.state.fl.us/statutes/index.cfm?App_mode=Display_Statute&URL=0300-0399/0390/Sections/0390.0111.html.
4. Consequences of Illinois’ 2015–2017 Budget Impasse and Fiscal Outlook (Office of the Illinois Comptroller, Susana A. Mendoza, 2018), https://illinoiscomptroller.gov/__media/sites/comptroller/Consequences%20of%2020152017%20Budget%20Impasse2.pdf.
5. The Impact of COVID-19 on Large and Mid-Sized Nonprofits (Independent Sector, 2020), https://independentsector.org/resource/the-impact-of-covid-19-on-large-and-mid-sized-nonprofits/.
6. Seth J. Meyer and Kimberly Wiley, “A Framework for Messy Communication: A Qualitative Study of Competing Voices of Authority on Social Media,” Administrative Sciences, 14 no. 7 (2024): 145. https://doi.org/10.3390/admsci14070145.
7. Chelsea L. Newhouse and Alan Abramson, 2024 Nonprofit Employment Report New Data Reveal Nonprofits’ Strengths and Challenges in the COVID-19 Era (George Mason University, Schar School of Policy and Government, 2024), https://nonprofitcenter.schar.gmu.edu/wp-content/uploads/2024/12/Nonprofit-Employment-Report-12.24-Full-Text-2.pdf.
8. Elizabeth A.M. Searing, Kimberly K. Wiley, and Sarah L. Young, “Resiliency tactics during financial crisis: The nonprofit resiliency framework,” Nonprofit Management and Leadership, 32 no. 2 (2021): 480–488. https://doi.org/10.1002/nml.21478.
9. Kimberly Wiley, Kayla Schwoerer, Micayla Richardson, and Marlen Barajas Espinosa, “Engaging stakeholders on TikTok: A multi-level social media analysis of nonprofit Microvlogging,” Public Administration, 101 no. 3 (2022): 822–842. https://doi.org/10.1111/padm.12851.
10. Kimberly Wiley, Elizabeth AM Searing, and Sarah Young, “Utility of the advocacy coalition framework in a regional budget crisis,” Public Policy and Administration, 36 no. 3 (2020): 401–426. https://doi.org/10.1177%2F0952076720905007
11. Sarah L. Young, Kimberly Wiley, and Elizabeth A.M. Searing, “‘Squandered in real time’: How public management theory underestimated the public administration–politics dichotomy,” The American Review of Public Administration, 50 no. 6–7 (2020): 558–567. https://doi.org/10.1177/0275074020941669
12. Sarah L. Young, Kimberly Wiley, and Elizabeth A.M. Searing, “When politics and public administration collide: The impact on human service delivery,” Illinois Municipal Policy Journal, 4 1 (2019): 103–120.
13. Sarah L. Young, Kimberly Wiley, and Elizabeth A.M. Searing, “Nonprofit Human Resources: Crisis Impacts and Mitigation Strategies,” Nonprofit and Voluntary Sector Quarterly, 54 no. 1 (2024): 176–202. https://doi.org/10.1177/08997640241251491
14. Sarah L. Young, Kimberly Wiley, and Elizabeth Searing, “Voices from the Field: Tangible, Timely Tactics for Nonprofits During Crises,” NPQ, April 6, 2020, https://nonprofitquarterly.org/voices-from-the-field-tangible-timely-tactics-for-nonprofits-during-crises/.
15. Young, Wiley, and Searing, “Nonprofit Human Resources.”