a recurring column from ECPCA’s President & CEO, Shimica Gaskins

August 21, 2025

Those of us working with communities experiencing poverty — and in the social sector more broadly — have long been asked to do more with less. But in this political moment, “less” is being redefined altogether.

Public funding is increasingly uncertain. Philanthropy is retrenching or shifting priorities. And while the needs in our communities continue to grow, the infrastructure to meet them is thinning. We are facing a level of instability that demands we rethink many of the “big picture” perspectives of our work, particularly how resources get to those who most need them.

Make no mistake, I’m not talking about retreat. Rather, time demands we stand in solidarity and continue making advances wherever we can. With federal resources dwindling, we call on California to continue its leadership and expand on how we’ve been able to support families.

But we’ve also learned that no one person or institution is coming to save us. Organizations can’t rely on a single major funder, programs can’t count on a specific government grant, and coalitions fall apart if they’re centered on one outsized partner. Diversifying support—financially, strategically, and operationally—isn’t just good planning. It’s essential for survival.

To me, this means expanding how we think about resources, partnerships, and infrastructure. It means being proactive in finding new ways to sustain our work—even if that means coloring outside the usual lines.

Here are a few ways we can begin:

• Think across sectors. Talented people are being let go from organizations outside your immediate issue area. Could you bring on a staff member from a criminal justice nonprofit that just lost federal funding? Their skills are transferable and they bring fresh perspectives.
• Share what you have. If your organization has physical space, technology, communications skills, or administrative capacity, ask: could you partner with another group to lighten their load—or your own?
• Build unexpected partnerships. Don’t limit collaboration to groups that look like your own. Cross-sector alliances can open doors to new funding, new visibility, and new solutions.
• Cultivate the power of community. Many individuals and families are already looking to mutual aid to fill gaps. How might we as organizations foster that spirit and support mutual aid work?
• Fight for the bigger picture. Families don’t lead single issue lives, and many are under attack on multiple fronts at once. At the same time, we need to maintain an abundance framework and fight for the revenues and resources that make every child fully valued and free.

We can’t predict what the landscape will look like in the next few years—or even a few months from now. But we do know this: the status quo isn’t trending in the right direction. I’m the first to say that I don’t have all the answers, but I do know that we have to start thinking about new ways of working and adapting so we can serve those who need us most.