Sustaining the Safety Net: How Service Providers are Navigating Political Uncertainty

by Héctor Malvido, Sr. Manager of Partnerships, Building Movement Project

This blog will cover the recent impacts Direct Service Organizations (DSOs) have felt through the onslaught of presidential Executive Orders and legislation that threatens their financial stability, the communities they serve, and even their right to exist altogether. We reached out to DSOs around the country to hear how they are grappling with these uncertain times and learned the following: funding is still a concern, the demand for their services is increasing while their staff capacity is stretched thin even while they are building power and finding ways to adapt. 

DSOs are oftentimes the only safety net communities have during moments of crisis. They hold an important place in the communities they work in, providing a lifeline to individuals and families who lack access to resources and whose needs are too often overlooked or systemically ignored by government institutions. 

These attacks on the non-profit sector were happening long before the inauguration. This is part of a disturbing trend that seems to only be getting worse with lawmakers targeting racial equity initiatives, LGBTQ+ services, and even those making a public stance in support of Palestinians in the wake of an ongoing genocide in Gaza.

While many Executive Orders have been held up in court and not being immediately implemented thanks to organizing efforts, the confusion and instability they are causing can still be felt, leaving questions of how to continue this work sustainably in the minds of leaders around the country. 

Process and Overall Summary of Interviews

Through a series of interviews and questionnaires, we captured a glimpse of how DSOs from around the country are grappling with the uncertainty these times bring. The issue areas respondents engage in range from immigration services and homelessness prevention to mental health supports and education. 

In these conversations, leaders confirmed how their programs and communities are being impacted, how their organizational infrastructure has been shaken, and what they are doing to respond in turn. 

NB: At the request of our respondents and for the sake of their individual and organizational safety, we have omitted any identifying information in this brief. 

These conversations helped us surface the following: 

• Funding is a top concern
  • With the threat of a federal funding freeze, our respondents shared fears of losing federal and state grants that fund their daily programming and services, and their desire to look at new ways to sustain their work. 
• Staff capacity is diminishing, but demand is on the rise
  • The onslaught of attacks on marginalized communities and social services have made service providers a critical asset to close the gap, but with diminishing resources, staff are stretched thin and are struggling to keep up with demand. 
• Organizations are building power and finding ways to adapt
  • Relationships are being built across new and old networks that are responding to the ongoing crisis and political climate through service and social change oriented initiatives.

While this is only a snapshot of what a handful of providers are experiencing since January 2025, it is abundantly clear that many organizations are preparing for the worst.

Funding is a top concern

Funding remains a top issue for DSOs, especially since many rely on federal, state, or local grants to finance their programming. With upwards of 60-80% of nonprofits facing financial insecurity if a federal funding freeze comes to pass, many communities that rely on these vital services are at risk of losing their safety net and organizations risk ceasing to exist altogether. Compounded with this threat of lost funding, providers are also grappling with the political dynamics of Washington making their way into state and local government funding. 

A portion of our afterschool program funding from the state specifically supports the delivery of social-emotional learning (SEL) as a key strategy for preventing drug and alcohol misuse among youth. But these programs are under fire—conservative groups are claiming SEL is some kind of gateway to ‘woke-ism’ or ‘critical race theory,’ when really, we’re teaching kids empathy and essential life skills.

Now, there’s an actual list of flagged words that can get federal funding applications automatically rejected, so we have to carefully consider how we articulate our work —whether to align with shifting language norms or to refine our messaging while holding firm to our values. The state has reassured us of its commitment to supporting our efforts, but with federal dollars in the mix, it adds another layer of uncertainty.

• Social services organization staff based in North-Eastern tri-state area

Respondents shared that they fear this censorship will also take hold in independent philanthropic organizations and foundations because they want to avoid funding programs that can lead to risks such as potential lawsuits. 

Another dynamic shared by respondents was the anticipated friction they might experience with other providers in their communities because of the limited and shrinking funding pools. This applies especially to service organizations that offer similar programming, putting added pressure on smaller organizations who may not have dedicated development staff compared to the larger groups in their communities. 

“How do we build community and power with organizations that are competing for the same funding we are? It’s a bit awkward and I think it will make us or other groups isolate themselves in order to secure grants. We want to push back against this but, at least for now, are unsure how to do it.”

• Mental Health Service Provider Staff based in the West Coast

Staff Capacity is diminishing but demand is on the rise

With the increasing attacks on marginalized communities service providers work with, our respondents shared they are anticipating their staff to be stretched thin. The demand for their regular programming will likely skyrocket. Their need to constantly adapt to the changing landscape their program participants will have to navigate will also increase. 

“The need for urgent legal assistance is increasing considerably, because community members are afraid of deportation and are seeking our services now more than ever.  Our capacity is being stretched thin and we simply can’t get to everyone looking for help.”

• Immigration legal aid organization staff based in the West Coast

The impacts of this administration’s policies and Executive Orders were overwhelming and felt immediately by our respondents. In addition to the increase of demand in services, providers have had to learn what they legally have protections for and look for ways to keep their own staff and constituents informed on a regular basis. 

“Once the administration changed, we were on alert because we work with a lot of immigrants. We are having to remind staff about our protocols and policies that we need to implement to protect individuals and families, especially with the rise of ICE activity in our communities”

• Social services organization staff based in North-Eastern tri-state area

Respondents also shared that there is growing fear amongst staff working for organizations that might be targets simply for the services they provide and the communities they serve. With the looming threat of funding loss, staff are also in the difficult position of deciding to stay in their organizations and risk losing their jobs due to sudden cuts to their budget and staffing. Additionally, while hiring freezes might be necessary for organizations to continue operating, this means there is no hope of relief coming for staff that are already at capacity. 

In 2024, organizations reported to BMP that they experienced or anticipated reputational threats, social media attacks, doxxing, and negative media due to the political climate. With the new administration in full swing, respondents are expecting things to get worse and some have even begun taking steps to be less public about engagement overall. One organization shared that they have taken down staff and board members’ bios from their website as well as logos  fearing retaliation and exposure. 

Organizations are building power and finding ways to adapt

As difficult and tumultuous as these times are proving to be, organizations we interviewed were adamant about their dedication to the communities they serve, continuing to push back against the ongoing attacks from this administration, and their desire to strategize and work collectively with groups whose values are aligned with their own. 

Participating groups shared that they are interested now more than ever in pursuing innovative ways of diversifying their funding such as social enterprises or pursuing new relationships with foundations and donors that allow them to be more independent from state or federal funds to avoid being susceptible to new and emerging threats or legislative actions put forward by this administration and its proxies. 

“We are having to take a step back and assess what assets we have to utilize them creatively. We have to think outside of the box – thinking about what we change even within our own programming; maybe charging for some of our offerings to subsidize the programs that are at most risk of losing funding.” 

• Social services organization staff based in North-Eastern tri-state area

While these shifts might bear promising results that will more reliably sustain the programming of service providers over time, the added pressure to find the right formula to survive these times, takes up time and energy that they could otherwise be using to support their constituents, staff, and communities. 

Building relationships and power as an organization can be very demanding, especially if there aren’t any dedicated resources, staff, or time to do so. This can be felt doubly for service organizations who have most of their funding allocated to maintaining current programs and offerings. 

“Partners are reaching out! Local groups are looking at ways they can support us, but right now, we are having to figure out how to actually work with them which, in some ways, actually creates way more work for us.”

• Social services organization staff based in North-Eastern tri-state area

Respondents also shared that there are networks in their communities established during Trump’s first administration in 2016 that are reactivating to coordinate and create infrastructures that can both respond to crises and build collective power. These networks are proving to be a boon to the stability of service providers that are looking for guidance on how to respond to the attacks on their communities and economizing available resources at a time when funding is being threatened. 

Additionally, respondents shared the need to use these networks as more than just a resource sharing hub, but as a powerbuilding opportunity to put pressure on local government officials, organize other stakeholders, and push for systemic changes that lead to a liberatory future.

“These networks and support push me more towards social change. Our organizational systems are set up in a way that they don’t impact social change at all. Internally, we have to have conversations that challenge what our role is in all of this. Right now, all we are doing is reacting, not strategizing. I know its hard with all the BS, but we have to see a vision of what we are working towards.

At the same time, it’s also important we are leaning into our expertise and connections with partners to push back against harmful political agents and their agendas.”

• Social services organization staff based in North-Eastern tri-state area

Conclusion

Now more than ever, direct service providers are facing a deluge of threats from so many fronts it can feel overwhelming. The potential harm to direct service providers, their staff, and the communities they serve has yet to be fully revealed as we head deeper into this administration. 

At BMP, we believe deeply in the power of service providers and their constituents to affect broad and transformational social change in their communities. Through these conversations, we’ve learned that there is a hunger to continue building and collaborating amidst the uncertainties this administration brings. 

But we must also meet providers where they are. Now is the time for movement/organizing and philanthropic groups to deepen partnerships with providers and collaborate on work that challenges our current and future political climate. Here are ways we believe you can support direct service providers during these times:

• Movement/Organizing Groups:
  • Reach out and connect with service providers in your communities – co-create space to build power and momentum
  • Support in building provider’s social change capacity by offering resources, strategies, and supports that are honed to their strengths and assets
  • Create emergency response plans and communications protocols for various threat scenarios that impact the communities you support
  • Build solidarity strategies and partnerships to ensure vulnerable groups are not doing this work in isolation 
  • Join and/or create mutual aid networks that bolster to the strengths providers have

• Funders/Philanthropy:
  • Collaborate with service provider grantees on how to articulate their work and financial support that enables them to engage in social change work
  • Fund and support groups working at the intersection of movement building and service provision through social capital, helping them identify new partners that could help diversify funding streams
  • Service providers can often be the first line of defense for communities and need funding dedicated to building their social change capacity
  • Support organizations’ efforts to build financial reserves that can sustain them during periods of heightened crisis and threats of funding shutting down
  • Support legal, technology, and research organizations helping the sector to understand and defend our rights to dissent and organize
  • Fund rapid response to address acute threats and movement organizations’ long-term infrastructure needs as a means of security, including salaries, health insurance, training, leadership development and base building
  • Fund those resourcing security infrastructure across philanthropy, including; Rise Together Fund, Piper Fund, Solidaire, Urgent Action Fund, and Emergent Fund.

If you are a service provider, we are interested in working with you to build or expand your capacity to engage in social change work. Our Security to Wellbeing Cohort is launching in Late Spring 2025 – click here to learn more and stay informed about our application opening soon.

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