Associations are no strangers to change, but 2025 has presented a new level of complexity. Economic uncertainty, shifts in federal priorities and evolving workforce dynamics are creating ripple effects across many associations. From changes in funding streams and policy shifts to growing pressure on event performance and member engagement, many organizations are being forced to adapt faster and more creatively than ever before.
For associations tied to industries such as health care, education, law and government contracting, the next 12 to 18 months may bring added strain as they work to maintain value, relevance and financial stability. At the same time, organizations across all sectors are navigating tightening budgets, unpredictable attendance trends and rising operational costs.
These challenges are real but so are the opportunities to lead with intention.
Here are the three biggest issues we’re hearing about and what forward-thinking associations are doing to stay resilient and ready for what’s next.
1. Uncertain revenue and fading grant support
The loss of grant funding is one of the most immediate threats many associations are dealing with. In some sectors, large portions of membership were supported by external funding sources that are now drying up. This isn’t just a financial issue; it’s a community issue.
What to do about it: Associations need to diversify non-dues revenue streams, fast. That could mean standing up new products, rethinking events, offering digital education that reaches new audiences or monetizing aggregate data. Some associations are also reassessing what benefits members truly value and adjusting membership models to meet the moment.
2. Shifting workforce structures and capabilities
Workforces have transformed since 2020. Some teams are fully remote. Others are hybrid. And many association staff structures haven’t kept up with today’s demands. In the face of budget cuts or downsizing, it’s critical to ask: Do we have the right people in the right roles? And do they have what they need to succeed?
What to do about it: Evaluate staff structure not just for cost-saving, but for alignment with strategy. That might mean investing in cross-training or revisiting position descriptions to ensure you’re meeting current organizational needs, not just preserving legacy structures. Active listening is key. Talk to your team regularly to learn where pressure points and opportunities exist.
3. Eroding confidence in sponsorship and event ROI
Policy changes (like tariffs) and overall economic uncertainty are making sponsors more cautious. Associations that rely heavily on in-person events or long-term sponsor relationships may be feeling the squeeze as companies hesitate to commit dollars too far in advance.
What to do about it: Strong communication and creative packaging go a long way. Revisit your sponsorship tiers and consider more flexible, year-round options that combine digital and in-person exposure. Be transparent about how events are evolving and highlight the value sponsors gain from proximity to your mission and members.
In times like these, the leaders who succeed are the ones who stay close to their people, stay transparent about what’s ahead and stay agile enough to adapt.
The good news? Associations were built for change.
Carrie Hartin is the president of Association Solutions at MCI USA.
