Supporting nonprofits through uncertainty with flexibility, collaboration, and data

In early 2025, nonprofits across the Greater Washington, DC region faced a perfect storm: sudden funding losses, rising demand for services, and deep uncertainty. A July survey of more than 240 local nonprofits found 38% had lost federal funding. Yet, far more, 61%, reported being affected by policy changes overall, showing the impact goes well beyond federal grant dollars. Even with stable budgets, these organizations are strained by policy uncertainty that makes it difficult or impossible to plan, increased demand, delayed or canceled initiatives, and hiring freezes or layoffs. In the nation’s capital, these effects are magnified as displaced federal workers seek support. Capital Area Food Bank, for example, reports it has served 3.16 million more meals this year. 

In response, the Greater Washington Community Foundation launched the Community Resilience Initiative to help nonprofits continue their work without disruption. To support nonprofits, the initiative has successfully leveraged convenings, including bi-weekly funder meetings and joint sessions with nonprofits to align needs and resources in real time; sector and regional advocacy to communicate the sector’s impact and respond to policies that threaten its stability; technical assistance through legal, communications, and strategic planning support; and grants to direct service providers, technical assistance providers, and advocacy organizations. 

3 essential elements of supporting nonprofits through uncertainty 

From the outset, the initiative was anchored in flexibility, collaboration, and data. Based on insights from the survey and ongoing conversations with nonprofits, these three things became clear early on: 

1. Flexibility. Nonprofits needed flexible, rapid response funding to help them navigate sudden funding losses. Traditional funding processes that involve multiple steps and months of review would not meet the moment. 

2. Collaboration. Many nonprofits were open to exploring joining forces with other organizations, whether through a formal merger or through deep collaboration such as shared programs, services, or facilities, yet there was no clear pathway or set of resources to streamline the process and help them move from openness to exploration and potential implementation. 

3. Data and listening. It was through collecting survey data and listening to our nonprofit partners that we understood these needs immediately and were able to respond quickly. The survey gave us quantitative data, while convenings and conversations provided on-the-ground insight, and together they allowed us to be truly responsive to what organizations were experiencing. 

One example of how these elements show up is through our Bridge Grants, launched July 1 with a rolling application process to support nonprofits through uncertainty. It offered two funding categories: funding loss grants for nonprofits with a rescinded, reduced, or unfulfilled grant or contract representing at least 10% of their annual budget; and scenario planning grants for sustainability planning, risk assessment, or exploring structural changes such as mergers, winddowns, or strategic alliances. 

When the application closed on August 8, we received nearly 200 applications requesting more than $10 million from a $1.4 million pool. Thanks to the rolling review process, some grants have been awarded in as little as one week. 

4 lessons learned about supporting nonprofits through uncertainty

Our experience with the Bridge Grants and the Community Resilience Initiative offers insights with relevance far beyond our region: 

1. Collaboration multiplies impact. Funders should not act in isolation during a crisis. This initiative was built on shared understanding and pooled resources, from the Bridge Grants supported by individual donors, private foundations, and the Greater Washington Community Foundation, to regular calls that bring together funders, nonprofits, and regional partners to exchange information and coordinate action. The regional nonprofit survey was a joint effort, replacing multiple surveys with one whose results were shared widely. This coordination builds trust, reduces duplication, and delivers solutions with broader reach and stronger buy-in. 

2. Advocacy is essential. Educating policy makers and amplifying grantee voices is critical to protecting services and advancing community priorities by supporting nonprofits. Building relationships with elected leaders before a crisis creates trust and channels for sharing how decisions affect nonprofits and their communities. Funders, especially community foundations with more latitude on lobbying, can support advocacy as a core strategy. 

3. Flexibility is a form of support. In times of crisis, adapting processes is a necessity. It’s important to shorten or eliminate long review periods, reduce application and reporting requirements, and operate in a rapid response mode—as many did during COVID, because this is an emergency, too. Award unrestricted grants so organizations can pivot as conditions change and increase payout limits to meet the moment. 

4. Data and listening drive better decisions. A funder’s response to this or any other crisis should not be crafted without input from the organizations closest to the work. Real-time information makes it possible to direct resources where they will have the greatest impact, but that means more than collecting numbers. The survey revealed both funding losses and broader operational challenges, but equally valuable are the ongoing conversations with nonprofit leaders about what they were experiencing on the ground.  

The early months of the initiative underscore a central truth: building nonprofit resilience is ongoing work. New challenges will arise, but the principles of acting quickly, listening deeply, and investing in stability and transformation apply anywhere. Whether the disruption is a funding crisis, policy change, or disaster, these lessons can help community foundations and partners keep nonprofits strong, adaptive, and ready to serve. 

Photo credit: SDI Productions via Getty Images