What Nonprofits Told Us in 2025
Results from BVU’s 2025 Monthly Pulse Survey of 500 Nonprofit Chief Executives
Insights from BVU’s Nonprofit Pulse surveys show that Northeast Ohio are navigating sustained uncertainty – financial, strategic, and operational – at a moment when communities need them most.
Across organizations of all sizes and missions, the reality is that leadership capacity and governance are under strain exactly when strong leadership matters most.
4 Key Themes from BVU’s 2025 Nonprofit Pulse Results
- Financial Volatility Is Stress-Testing Nonprofits
- Many Organizations Lack a Strategic Compass
- Boards Are Essential, But Engagement and Readiness Are Uneven
- Funding, Capacity, and Trust Are Central to Nonprofit Sustainability
Financial Volatility Is Stress-Testing Nonprofits
Nonprofits across Northeast Ohio are experiencing broad declines in philanthropic support — from individuals, foundations, sponsorships, and events — often at the same time they are navigating policy changes and increased demand for services. For many organizations, even modest shortfalls raise the possibility of staff or program cuts, and too many are doing so without a clear contingency plan.
Nonprofits across Northeast Ohio are experiencing broad and simultaneous declines in philanthropic support, with 84% of nonprofit leaders reporting a decrease overall, including reduced sponsorships (37%), foundation funding (32%), and individual giving (31%).
At the same time, 74% say recent executive orders will impact their ability to fulfill their mission. For many organizations, even modest shortfalls raise the real possibility of staff or program cuts, yet 60% report they do not have a contingency plan in place to cover these gaps. As demand for services continues to rise, nonprofits are being asked to do more with fewer resources and little margin for error.
Nonprofit leaders describe the stakes plainly:
“If we can’t cover the shortfall, we will most likely cut staff & programs.”
“With all the uncertainty at the federal and state levels, it would be helpful if foundations could just provide general operating support.”
“We are raising as we are spending. It would be great to have unrestricted or capital support to get a year ahead in spending and fundraising as a sustainability strategy.”
This local reality mirrors what nonprofit leaders are reporting nationally. In the Nonprofit Finance Fund’s State of the Nonprofit Sector Survey 2025 survey of nonprofit leaders, 85% reported they expect increased demand for services this year, with many ending 2024 with operating deficits (36%) and facing inflation-related cost pressures that stretch budgets and cash reserves.
In an Urban Institute report on nonprofit concerns, nonprofit leaders nationally described financial instability tied to uncertain revenues and rising expenses and emphasized the challenges of sustaining operations in a shifting funding landscape, reinforcing what local leaders report through BVU’s Nonprofit Pulse.
Many Organizations Lack a Strategic Compass
In a period defined by uncertainty and rapid change, a clear, actionable strategic plan is no longer a luxury — it is a necessity.
Yet across Northeast Ohio, nonprofits report uneven preparedness: while 55% say they have a strategic plan that effectively guides their organization, 38% acknowledge their plan is outdated, unused, or incomplete. Without a shared roadmap to guide decision-making, many organizations are left reacting to external pressures rather than leading with intention, placing additional strain on staff, boards, and long-term sustainability.
Leaders are candid about what this looks like in practice:
“We’ve been having proactive strategy sessions, which has helped — but it’s clear not all board members feel comfortable in that role yet.”
“Our board is supportive, but they need more guidance on how to lead during uncertainty.”
Boards Are Essential, But Engagement and Readiness Are Uneven
Boards remain one of the most important — and underutilized — assets nonprofits have. While many board members care deeply and want to help, nonprofit leaders report uneven engagement and inconsistent readiness, particularly when it comes to fundraising, ambassadorship, and navigating change.
Across Northeast Ohio, only 35% of nonprofit leaders are confident their board members are productively engaged as ambassadors and/or fundraisers, and just 46% are confident their board understands and fulfills its role given current challenges.
While 52% of nonprofits require an annual board contribution, fewer than half report achieving 100% board giving, and only 47% conduct a formal board assessment every three years.
Leaders describe this tension clearly:
“They are asking good questions & sharing their expertise, but we still need clearer expectations around leadership and accountability.”
“Some board members step up, others step back. We need more consistency.”
“Board members want to help, but they need the knowledge and tools to do so effectively.”
When asked what makes the greatest difference beyond financial contributions, nonprofit leaders were strikingly aligned: 46% said board members are most impactful when they champion the mission and serve as ambassadors, compared to 23% who emphasized providing expertise, connections, or resources and 13% who prioritized coming prepared and staying actively engaged.
Leaders shared real examples of impact: opening professional networks, inviting new supporters into the mission, providing pro bono expertise, supporting executive leadership through difficult decisions, and lending credibility during uncertain times.
Again, this local experience reflects national trends. Reporting from The Chronicle of Philanthropy notes that boards are more important than ever as nonprofits navigate financial and political uncertainty, yet uneven engagement, particularly around fundraising and strategic leadership, continues to limit organizational effectiveness.
Similarly, BoardSource Best Practices (2025) emphasizes that clearly defined roles, active participation, and ongoing board education are essential to improving board performance and impact.
Funding, Capacity, and Trust Are Central to Sustainability
When nonprofit leaders talk about sustainability, they are clear: what they need most is flexibility, capacity, and trust. While funders often prioritize program-specific outcomes, leaders consistently emphasize that strong programs depend on strong organizational foundations: 50% say unrestricted funding would most strengthen their organization, 30% identify multi-year funding as most valuable, and 64% report having a code of ethics signed by board, staff, and volunteers.
Leaders put it simply:
“We just need operating funds.”
“Without a strong foundation, programs cannot thrive.”
“We stretch every dollar. Our programs are lean, efficient, and deeply rooted in collaboration.”
Leaders also noted the limits of traditional metrics, and many articulated a shared vision for what would truly strengthen the sector:
“Metrics and numbers are only part of the story. Significant, impactful outcomes do not necessarily result from higher numbers of people served.”
“If I could wave a magic wand, nonprofits would have unrestricted, multi-year support to reduce administrative burden and enable strategic growth.”
“Trust that nonprofit leadership can allocate resources where they’re most needed.”
“Recognize the value of prevention, coordination, and community-building, even when outcomes are harder to measure.”
What This Means for Us
The nonprofit sector has heard this story before. we are navigating financial instability, strategic uncertainty, uneven board engagement, and rising expectations, while continuing to serve as essential pillars of our community.
Our advice and expertise remains unchanged: Strong governance, clear strategy, engaged and prepared boards are foundational.
BVU’s role is to listen to nonprofit leaders, bring businesses and community partners to the table, and strengthen the leadership systems nonprofits rely on. We connect professional expertise with community need so organizations across Northeast Ohio have the governance, leaders, and partners required to build long-term resilience.