Halfway through the year, most nonprofit leaders startasking the same question:

What else do we need to do?

More fundraising. More outreach. More events. More board engagement. More grant applications. More social media. More everything.

But the better question is not always, “What else should we add?”

Sometimes the better question is:

What do we need to stop doing so we can actually make progress?

Because here is the truth: many nonprofits are not struggling because they lack effort. They are struggling because they are spending too much time on things that are draining capacity, confusing priorities, and producing very little return.

The second half of the year is not the time to pile more onto an already overloaded team. It is the time to get honest about what is working, what is not, and what needs to be reduced, reassigned, or stopped completely.

Here are seven things nonprofits should seriously consider stopping during the second half of the year.

1. Stop Treating Everything Like A Priority

If everything is important, nothing is.

Nonprofit leaders are often carrying too many priorities at once. A fundraising campaign. A new program idea. A board initiative. A gala. A grant deadline. A newsletter. A strategic plan. A community partnership. A website update. And somehow, all of it is labeled “urgent.”

That is not strategy. That is survival mode with a calendar invite.

The second half of the year requires focus. Not because other things do not matter, but because your team only has so much time, energy, and decision-making capacity.

·      What are the three most important outcomes we need by the end of the year?

·      What work directly supports those outcomes?

·      What work is simply making us look busy?

Then make the hard call.

Some things may need to wait. Some may need to be simplified. Some may need to be removed entirely.

Your mission does not need you exhausted. It needs you focused.

2. Stop Chasing Grants That Do Not Fit

Grant money can be wonderful. Grant chasing? Not so much.

Too many nonprofits spend hours, days, and sometimes weeks trying to force themselves into grant opportunities that are not a strong fit.The funder priorities are off. The geography is wrong. The program requirements are unrealistic. The reporting burden is too heavy. The award amount is too small for the work involved.

But the organization applies anyway because “we need the money.”

That is how nonprofits end up exhausted, frustrated, and stuck in a funding cycle that does not actually support their mission.

During the second half of the year, be more selective.

·      Does this grant clearly align with our mission and programs?

·      Can we realistically meet the requirements?

·      Is the potential award worth the time it will take to apply and report?

·      Would this funding strengthen our work or distract from it?

Not every grant opportunity is an opportunity.

Some are a trap dressed up as funding.

3. Stop Letting Your Board Stay Vague

If your board members do not know what you expect from them, do not be surprised when they do very little.

Many boards are not failing because people do not care. They are failing because expectations are unclear, inconsistent, or never directly stated.

Board members are told to “help with fundraising,” but no one explains what that actually means. Are they expected to give? Open doors?Thank donors? Attend events? Invite people to learn more? Share contacts? Help with sponsorships?

Vague expectations create vague participation.

The second half of the year is a good time to reset board expectations before year-end fundraising begins.

Instead of saying, “We need the board to be more engaged,” get specific.

Try this: “Between now and December 31, every board member will be asked to do three things: make a personally meaningful gift, thank atleast five donors, and introduce one new person to the organization.”

That is clear. That is measurable. That is doable.

Your board cannot meet expectations they do not understand.

4. Stop Hosting Events That Drain More Than They Raise

Events can be powerful.

They can build community, attract new donors, raise money, and create visibility.

They can also quietly eat your entire staff alive.

Not every event is worth repeating just because you havealways done it. If an event requires months of planning, burns out your team,barely breaks even, and does not lead to deeper donor relationships, it may betime to ask a very uncomfortable question:

Why are we still doing this?

Tradition is not a strategy.

Before committing to another event, look at the real numbers:

·      How much money did it actually raise after expenses?

·      How much staff time did it require?

·      Did it bring in new donors?

·      Did those donors give again?

·      Did the event strengthen relationships or just fill a room?

·      Could the same results be achieved another way?

Some events are worth improving. Some are worth scaling back. Some need to be retired with gratitude and a firm goodbye.

The goal is not to host more events. The goal is to raise more money, build stronger relationships, and advance the mission.

If the event is not doing that, it deserves a hard look.

5. Stop Posting On Social Media With No Strategy

Posting just to post is not marketing. It is digital noise.

Many nonprofits feel pressure to be visible online, so they throw up random posts whenever they have time. A flyer here. A quote there. A blurry event photo. A last-minute donation request. A national holiday graphic that has nothing to do with their actual work.

Then they wonder why people are not engaging.

Social media should help people understand who you are, what you do, why it matters, and how they can be part of it.

That does not happen by accident.

During the second half of the year, stop posting without a purpose.

Every post should connect to at least one goal:

·      Build trust

·      Show impact

·      Educate your audience

·      Thank supporters

·      Invite action

·      Tell a story

·      Drive traffic to your website or donation page

You do not need to post constantly. You need to post clearly.

A small number of strong, consistent posts will do more for your nonprofit than a flood of random content that leaves people confused.

6. Stop Doing Work No One Owns

One of the biggest time drains in nonprofits is work that technically belongs to everyone, which usually means it truly belongs to no one.

The donor follow-up. The board packet. The thank-you calls.The sponsorship outreach. The volunteer communication. The grant reporting calendar. The website updates. The email list cleanup.

Everyone agrees it matters. No one is clearly responsible.So it either does not happen, happens late, or lands on the same overworked person every single time.

That is not a workflow. That is a slow-motion mess.

For the second half of the year, clarify ownership.

For every major task, ask:

·      Who owns this?

·      What is the deadline?

·      What does done look like?

·      Who needs to be informed?

·      What happens if it does not get completed?

This is not about micromanaging. It is about reducing confusion.

Clear ownership protects time, reduces resentment, and makes follow-through much easier.

7. Stop Confusing Busy With Effective

Nonprofit people are some of the busiest people on earth. But busy is not the same as effective.

A full calendar does not mean you are making progress. A long task list does not mean you are moving the mission forward. A packed meeting schedule does not mean decisions are being made.

Sometimes being busy becomes a hiding place.

It keeps people moving, but not necessarily advancing.

The second half of the year is the perfect time to ask:

·      What work is producing real results?

·      What work takes a lot of time but creates very little impact?

·      What meetings could be shortened, combined, or eliminated?

·      What reports are being created that no one reads?

·      What tasks exist only because “we have always done it this way”?

This is where nonprofit leaders have to be brave.

Because stopping something can feel risky. It can disappoint people. It can disrupt routines. It can make people uncomfortable.

But continuing to do work that drains your organization is also risky.

It costs time. It costs money. It costs morale. It costs momentum.

And eventually, it costs impact.

A Simple Mid-Year Reset Exercise

Before the second half of the year gets away from you, set aside one hour with your leadership team, staff, or board officers and answer these questions:

1.        What are the three most important outcomes we need by December 31?

2.        What activities are directly helping us get there?

3.        What activities are draining time without producing meaningful results?

4.        What needs to be reduced?

5.        What needs to be reassigned?

6.        What needs to stop completely?

7.        What will we commit to protecting for the rest of the year?

Do not overcomplicate it.

You do not need a 40-page plan. You need an honest conversation and a few clear decisions.

Want to make that conversation easier? The free Nonprofit Mid Year Reset Worksheet walks you through a simple mid-year reset so you can review your priorities, audit where your time is going, and decide what to keep, reduce, reassign, or stop.

Download it HERE.

Final Thought

The second half of the year does not have to be a frantic sprint fueled by caffeine, panic, and wishful thinking.

It can be a reset.

It can be a chance to focus your energy, protect your team, strengthen your fundraising, and stop pouring time into things that are not serving your mission.

Your nonprofit does not need to do everything.

It needs to do the right things well.

And sometimes the smartest move you can make is not adding one more thing.

It is finally giving yourself permission to stop.

Ready to protect your time, focus your team, and stop doing work that is not moving the mission forward?

Download the free Nonprofit Mid Year Reset Worksheet and use it to reset your priorities for the second half of the year.

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Frequently Asked Questions

What should nonprofits review during a mid-year reset?

Nonprofits should review their goals, fundraising activities, board engagement, staff capacity, programs, events, meetings, andc ommunications. The point is not to judge everything harshly. The point is to ask what is working, what is draining time, and what needs to be adjusted before the end of the year. A good mid-year reset should help your nonprofit decide what to keep, reduce, reassign, or stop.

How do we know what our nonprofit should stop doing?

Start by looking at the activities that take a lot of time but produce little return. These may include meetings with no clear decisions, events that barely raise money, grant applications that are not a strong fit,reports no one uses, or social media posts with no strategy. Ask one simple question: Is this helping us reach our most important goals before December 31? If the honest answer is no, it may be time to stop, simplify, or reassign it.

Is stopping a program or event a sign of failure?

No. Stopping something is not always failure. Sometimes it is leadership. Nonprofits often continue programs, events, or activities because they have always done them, not because they are still effective. If something no longer serves the mission, drains the team, or takes resources away from higher-impact work, it deserves a serious review. The goal is not to do everything. The goal is to do the right things well.

How can nonprofits reduce staff burnout during the second half of the year?

One of the best ways to reduce burnout is to stop adding new work without removing something else. Nonprofit staff are often expected to absorb more tasks, more events, more meetings, and more urgent requests without any real capacity discussion. To reduce burnout, leaders should clarify priorities, cut unnecessary meetings, assign clear ownership, protect focus time, and stop work that is not producing meaningful results. Your team does not need more motivational speeches. They need fewer unnecessary fires.

What should nonprofit boards do during a mid-year reset?

Boards should review their own role in helping the organization reach its year-end goals. This may include making personal gifts, thanking donors, opening doors, supporting sponsorship outreach, attending events, reviewing financial progress, or helping with the year-end campaign.The key is clarity. Board members need specific expectations, not vague reminders to “be more engaged.” A strong mid-year reset gives board members clear, practical actions they can take before December 31.

How often should nonprofits review what they need to stop doing?

At minimum, nonprofits should review this twice a year: once at mid-year and once during year-end planning. However, the healthiest organizations make this a regular leadership habit. Any time your team feels overwhelmed, stretched too thin, or unclear about priorities, it is time to ask: What are we doing? Why are we doing it? Is it still worth it? What needs to stop?

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Scroll down to explore this week's grants. Deadlines are always approaching, so take a look and see which ones might be the right fit for your nonprofit.

Happy grant writing!

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Bob Woodruff Foundation

Provides grants to help close the gap between what veterans and service members need and the resources available to them. Grantees work to address these critical issues and make an impact in the lives of those who have served.

Rolling Deadline

https://bobwoodrufffoundation.org/our-partners/veteran-serving-organizations/grants-for-organizations/

Community-Oriented Policing Services

Provides funding to support and expand mental health and wellness services for law enforcement officers and their families.

Deadline: July 30, 2026

https://www.grants.gov/search-results-detail/362726

Nasdaq Foundation

Focuses on expanding economic opportunity and financial empowerment in underserved communities through workforce development, entrepreneurship, financial literacy, investor education, and access to capital initiatives.

Deadline: Letters of Intent Due July 31, 2026

https://www.nasdaq.com/nasdaq-foundation

Truist Foundation

Supports nonprofits focused on building career pathways to economic mobility or strengthening small businesses.

Next Deadlines: July 31 and November 30, 2026

 https://www.truistfoundation.org/grant-application

Glide Foundation

Supports animal protection organizations, such as the Humane Society, SPCA, and rescue organizations; land, preservation, and wildlife conservancy groups; and nonprofits committed to agricultural purposes. Priority given to California nonprofits.

Applications Accepted May 15 to August 15, 2026

https://www.glidefoundation.org/grants.html

Clif Family Foundation

The Foundation supports hundreds of U.S. grassroots nonprofits that are working to transform our food system, revitalize the environment, and enhance community health.

Deadline: August 1, 2026

https://cliffamilyfoundation.org/grants-program

American Association of University Women (AAUW)

Community Action Grants provide funding for community-based organizations and AAUW affiliates to further the education and equity of girls in K‑12 settings.

Deadline: October 2026 (check website)

https://www.aauw.org/resources/programs/fellowships-grants/community-action-grant/

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Scroll down to explore this week's grants. Deadlines are always approaching, so take a look and see which ones might be the right fit for your nonprofit.

Happy grant writing!

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Roy A. Hunt Foundation

Supports organizations working to improve quality of life through general operating support and direct service programs.

Deadline: August 3, 2026

https://rahuntfdn.org/general/

(If you can't access the site, please copy and paste the link in a separate tab or different browser.)

Singing for Change Charitable Foundation

Provides $1,000 to $10,000 in operating support to nonprofits helping underserved individuals and families overcome barriers to education, employment, and economic stability through programs that promote long-term self-sufficiency and community empowerment.

Rolling Deadline

https://www.singingforchange.org/guidelines

Wallace Foundation

Focuses on the arts, education, and community development, providing operational funding to support nonprofits to develop their capacity and leadership.

Rolling Deadline

https://www.wallacefoundation.org/

Kresge Foundation

Provides general operating grants in sectors including health, arts, education, and human services. Focuses on nonprofits helping build equitable communities.

Rolling Deadline

https://kresge.org/

W.K. Kellogg Foundation

Supports communities, children, and families as they strengthen and create conditions that propel vulnerable children to achieve success. Funding priorities include programs focused on thriving children, working families, and building equitable communities. Submit letter of inquiry.

Rolling Deadline

www.wkkf.org

William and Flora Hewlett Foundation

The Foundation supports nonprofits working to drive systemic change in the areas of education, the environment, and global development.

Rolling Deadline

https://hewlett.org/

Ben & Jerry’s Foundation

National Grassroots Organizing Program offers unrestricted, general operating support grants of up to $30,000 to small (budgets under $350,000), constituent-led grassroots organizations throughout the U.S. The Foundation funds organizations working to confront social and environmental injustice by empowering those most directly impacted to lead meaningful change.

Deadline: February 2027 (check website for updates; the 2026 deadline has passed)

https://benandjerrysfoundation.org/national-grants/

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You need new donors. Of course you do. Every nonprofit does.

But here is the part nobody likes to say out loud: getting new donors will not fix a fundraising system that cannot keep them.

That is the nonprofit version of pouring water into a bucket, watching it leak all over the floor, and deciding the solution is a bigger hose. Respectfully, no. Fix the bucket.

THE 2026 REALITY CHECK: The Fundraising Effectiveness Project reported in April 2026 that giving grew in 2025, but donor counts still fell. Overall retention edged up only slightly to 43.3%, while new donor retention stayed essentially flat. Translation: the sector is raising more money from fewer people, and first-time donor conversion is still a major problem.

That does not mean you should stop looking for new donors. It means acquisition and retention have to be treated as one connected system. New people need to find you, understand you, trust you, give, feel thanked, see impact, and be invited into a deeper relationship.

Most nonprofits are not failing because their mission is weak. They are failing because the follow-up is weak. Or random. Or trapped in someone's head. Or happening only when there is an appeal going out.

This post covers both sides: how to find new donors and how to keep them once they say yes.

Why Donor Acquisition Fails

Most nonprofits do not have a donor pipeline. They have names scattered across event lists, board contacts, newsletter subscribers, volunteers, lapsed donors, and that one spreadsheet nobody wants to open because it has 47 tabs and no mercy.

A donor pipeline is not a list. It is a process.

It answers simple questions:

·      Who are we trying to reach?

·      How are new people hearing about us?

·      What is the first easy step we invite them to take?

·      Who follows up?

·      When do they follow up?

·      How do we move someone from interested to invested?

·      What happens after the first gift?

If your organization cannot answer those questions, donor acquisition will feel like luck. And luck is not a fundraising strategy. It is a casino with a mission statement.

The good news is that you do not need a giant budget to build a stronger pipeline. You need clearer actions, consistent follow-up, and fewer vague asks.

FREE RESOURCE: Need a simple way to see your donor pipeline more clearly? I created a free Donor Pipeline Tracker to help you organize warm prospects, board introductions, first-time donors, follow-up steps, pipeline stage, status, priority, source, and relationship owner. You can use it alongside your donor software, or as a starting point if you do not have donor software yet. Download it HERE.

How to Find New Donors for Your Nonprofit

These are practical strategies nonprofits of almost any size can use. No magic. No “go viral” nonsense. Just relationship-first work that actually makes sense.

1. Ask current donors for specific introductions

Your current donors know people who may care about your mission. But most nonprofits ask for help in the weakest possible way.

“Please introduce us to people who might care” is too vague.

Try this instead:

“Would you be willing to introduce me to two people who care about this issue and might want to learn more about our work?”

That is specific. It is reasonable. It gives the donor a clear next step.

Do this one-on-one with board members, loyal donors, volunteers, and community partners. Not as a mass email. Not as a rushed agenda item at the end of a board meeting when everyone is already mentally in the parking lot.

2. Host a no-ask introduction event

A no-ask event gives new people a chance to understand your work before you ask them for money. This could be a short tour, coffee with the executive director, a lunch-and-learn, a mission moment, a small house gathering, or a behind-the-scenes conversation with program staff.

The goal is not to impress people with a giant production.The goal is to make your mission feel real.

The follow-up matters more than the event. Everyone who attends should receive a personal note or call within a few days. Ask what stood out. Ask what questions they have. Invite them to take one next step.

Do not skip this. The event opens the door. The follow-up is what keeps it from closing.

3. Capture every guest at every event

Many nonprofits track the person who bought the table but not the people sitting at it. That is a missed opportunity wearing a name tag.

Sponsors bring colleagues. Donors bring friends. Board members bring spouses, neighbors, business contacts, and people who politely clap during the appeal and then disappear forever because nobody captured their information.

Build guest information into registration. Collect names and emails for every attendee. Then follow up with something personal and useful: a thank-you, a short impact story, a photo from the event, or an invitation to learn more.

Warm prospects are expensive to ignore.

4. Give board members a fundraising menu, not a guilt trip

Board members often freeze because “help us fundraise” sounds enormous and uncomfortable. They think you are asking them to pressure their friends for money, make awkward asks, or suddenly become professional fundraisers overnight.

That is not what you need from them.

You need introductions. You need opened doors. You need them to help bring the right people closer to the mission.

Give them options instead:

·      Introduce the executive director to two people.

·      Bring one guest to a no-ask event.

·      Make three thank-you calls to donors.

·      Share a specific campaign with a personal note.

·      Host a small gathering with staff support.

·      Review their network list with the development team.

Specific beats vague every time. A board member who will not “fundraise” may absolutely be willing to make introductions, thank donors, or bring someone to a mission moment. Start there.

5. Mine the people already in your database

Before you spend money trying to find strangers, look at the people who already know you.

Pull lists of:

·      Lapsed donors

·      Event attendees who never gave

·      Volunteers who have not donated

·      Newsletter subscribers who engage regularly

·      Former board members

·      Peer-to-peer fundraisers

·      People who gave once and never heard anything meaningful again

These people are not cold prospects. They already know something about your organization. That gives you a starting point, and in fundraising, a starting point is gold.

Create a reactivation plan before you launch another broad acquisition campaign. A personal message to a lapsed donor will often outperform a generic appeal to people who have never heard of you.

6. Use visibility as a donor acquisition tool

Visibility is not fluff. It is how people find you before they give.

Press coverage, podcast interviews, community presentations, LinkedIn posts, partner newsletters, local awards, speaking opportunities, and opinion pieces can all put your organization in front of new people. But visibility only becomes fundraising when you have a next step.

Every visibility opportunity should answer this question:

Where do interested people go next?

That next step could be joining your email list, attending an intro event, downloading a guide, volunteering, touring your program, or making a first gift. Do not let public attention float around with nowhere to land.

How to Keep the Donors You Worked So Hard to Find

Now for the part that quietly decides whether your fundraising grows or keeps starting over.

Retention is where the money lives. The 2026 CCS Philanthropy Pulse report found that nonprofits still identify donor acquisition and donor retention as major challenges. It also found that 69% of organizations use targeted digital communications to retain new donors. That tells us something important: nonprofits know retention matters, but many are still trying to figure out how to do it well.

Here is the simplest truth: donors do not leave because you failed to send enough appeals. They leave because they do not feel connected enough to say yes again.

The first gift is not the finish line

A first gift is a hand raised. It means the donor is interested. It does not mean they are loyal yet.

The 2026 Virtuous Nonprofit Benchmark Report found that 3 out of 4 first-time donors never make a second gift. In plain English, most new donors are not becoming repeat donors, which means the first 30 to 60 days after a gift matter more than many nonprofits realize.

That should make every fundraiser sit up straighter.

The most important donor journey in your organization may be the path from gift one to gift two.

If you improve that one thing, you strengthen the entire pipeline. You reduce churn. You increase lifetime value. You make acquisition worth the effort.

Build a first 90 days donor welcome system

The first 90 days after a gift should not be improvised. New donors should receive a simple, warm, human welcome sequence that tells them they made a good decision.

At minimum, build this:

·      Within 48 hours: Send a personal thank-you from a real person. Not just a receipt.

·      Within 7 days: Share one specific thing their gift helps make possible.

·      Within 30 days: Send a short impact story or program update.

·      Within 60 days: Invite them to take a low-pressure next step, such as a tour, event, volunteer opportunity, or behind-the-scenes update.

·      Within 90 days: Make a meaningful second contact  that is not only another ask.

This does not need to be fancy. Fancy is optional. Follow-up is not.

Write better thank-you messages

A donor thank-you should not sound like it was assembled by a committee trapped in a beige conference room.

Weak thank-you:

“Thank you for your generous donation. Your support helps us continue our mission.”

Better thank-you:

“Thank you for your $50 gift. Because of you, a family can receive the first hour of support they need instead of waiting alone and overwhelmed. We are grateful you chose to be part of this work.”

Specific wins. Human wins. Impact wins.

Create a stewardship calendar, not just an appeal calendar

Most nonprofits have an appeal calendar. Fewer have a stewardship calendar.

An appeal calendar asks, “When are we asking for money?”

A stewardship calendar asks, “How are we showing donors their gift mattered?”

Your stewardship calendar should include:

·      Thank-you calls

·      Impact emails

·      Program updates

·      Short videos or photos from the work

·      Donor spotlights

·      Behind-the-scenes notes

·      Small gatherings

·      Volunteer invitations

·      Reports back after campaigns

·      Personal check-ins with major and mid-level donors

If donors only hear from you when you need money, do not act shocked when they treat you like a bill. Relationships need more than invoices with feelings.

Segment donors so your follow-up makes sense

Not every donor should receive the same communication.

Start with simple segments:

·      First-time donors: welcome them and show immediate impact.

·      Repeat donors: recognize their ongoing commitment.

·      Monthly donors: remind them they are part of the dependable base that keeps the work moving.

·      Mid-level donors: give them more personal attention before they drift away or before they are ready for a larger conversation.

·      Lapsed donors: reconnect with humility, not guilt.

·      Major donors: provide personal, strategic updates and meaningful access to leadership.

Segmentation does not have to be complicated. It just has to be more thoughtful than blasting everyone with the same “Dear Friend” email and hoping nobody notices.

Make monthly giving easier to choose

If recurring giving is buried on your donation page, you are making donors work too hard.

Monthly giving helps retention because it turns one-time generosity into an ongoing relationship. It also gives your organization more predictable revenue, which means you can spend less time scrambling for the next appeal and more time building real donor loyalty.

Make monthly giving visible. Give it a name if that fits your brand. Explain what monthly gifts make possible. Offer realistic amounts.Thank monthly donors differently. Report back to them regularly.

Do not treat monthly donors like small donors. Treat them like reliable donors. There is a difference.

What to Stop Doing

Some donor acquisition and retention advice sounds good but does not hold up. Here is what I would cut.

·      Stop chasing new donors before you know your retention rate.

·      Stop treating the donation receipt as the  thank-you.

·      Stop asking board members to “fundraise” without giving them a specific action.

·      Stop hosting events without a follow-up plan.

·      Stop ignoring the guests at sponsor tables.

·      Stop sending the same message to every donor.

·      Stop assuming donors remember why they gave. Remind them.

The Simple Donor Pipeline Every Nonprofit Needs

If you want to make this manageable, build the pipeline in five stages:

1. Visibility: New people hear about your work.

2. Invitation: They are invited to take a low-pressure next step.

3. Connection: Someone follows up personally.

4. First gift: They are asked clearly and given an easy way to give.

5. Retention: They are thanked, shown impact, and invited deeper.

That is the system. Not complicated. Not easy either, because consistency is where good intentions go to be tested.

But once this is documented, assigned, and measured, fundraising starts to feel less chaotic. You stop reinventing the wheel every quarter. You stop treating every appeal like an emergency. You start building something that can actually grow.

Before You Spend Another Dollar on Acquisition

Calculate your donor retention rate.

Here is the formula:

Donors who gave both last year and this year ÷ donors who gave last year × 100 = donor retention rate

Then calculate your first-to-second gift conversion rate. That number may be even more important if you are actively bringing in new donors.

If your retention rate is weak, do not panic. Fix the system: thank faster, follow up better, segment smarter, and show impact more often.

New donors matter. But keeping donors is how fundraising becomes sustainable.

Your donors came to you because they believed something good could happen through your organization. Your job is to prove them right.

Build the pipeline. Fix the follow-up. Keep the people you worked so hard to earn.

Free Resource: Donor Pipeline Tracker This is not a replacement for your donor software. It is a simple planning tool your team can use before the next appeal, board meeting, or follow-up push.

Already have donor software? Use this tracker to step back, look at the bigger picture, and quickly identify who needs attention right now.

Do not have donor software yet? Use this as a starting point to organize your warm prospects, board introductions, first-time donors, follow-up steps, pipeline stage, status, priority, source, and relationship owner.

Because knowing who is in your pipeline is not enough. Someone still has to move the relationship forward. Download it HERE.

Frequently Asked Questions

How do nonprofits find new donors?

Nonprofits find new donors by building visibility, using board and donor introductions, hosting low-pressure introductory events,following up with event guests, reactivating warm contacts, and making it easy for interested people to take a first step. The key is having a documented pipeline, not a pile of random tactics.

What is donor acquisition?

Donor acquisition is the process of finding people who may care about your mission, building trust with them, and inviting them to make a first gift. Strong acquisition includes visibility, personal introductions, clear messaging, follow-up, and an easy giving experience.

What is a good nonprofit donor retention rate?

The Fundraising Effectiveness Project reported in April 2026 that overall retention edged up from 43.1% to 43.3%. A retention rate above that benchmark is better than average, but the real goal is steady improvement, especially with first-time donors.

Why do so many first-time donors not give again?

Many first-time donors do not give again because the organization does not follow up in a meaningful way. A receipt is not enough. Donors need a prompt thank-you, a clear impact update, and a reason to feel connected before the next ask arrives.

How quickly should nonprofits thank donors?

As quickly as possible. A donor should receive an automatic receipt immediately, but that should be followed by a personal thank-you from areal person. For first-time, mid-level, and major donors, faster and more personal follow-up can make a major difference.

How can nonprofit board members help find new donors?

Board members can help by making introductions, bringing guests to no-ask events, hosting small gatherings, thanking donors, sharing campaigns with personal notes, and helping identify people in their networks who may care about the mission. The ask must be specific and supported by staff.

Is donor acquisition or donor retention more important?

Both matter. But if donors are leaving quickly, acquisition alone will not solve the problem. Nonprofits need to bring new people in and build a stewardship system that keeps them connected after the first gift.

How do nonprofits keep donors longer?

Nonprofits keep donors longer by thanking them quickly, showing impact clearly, communicating consistently between appeals, segmenting messages, inviting donors into the work, and making them feel like partners rather than transactions.

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Scroll down to explore this week's grants. Deadlines are always approaching, so take a look and see which ones might be the right fit for your nonprofit.

Happy grant writing!

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Nasdaq Foundation

Focuses on expanding economic opportunity and financial empowerment in underserved communities through workforce development, entrepreneurship, financial literacy, investor education, and access to capital initiatives.

Deadline: Letters of Intent Due July 31, 2026

https://www.nasdaq.com/nasdaq-foundation

Dudley T. Dougherty Foundation

Supports a broad range of nonprofits working in areas such as education, healthcare, community development, environmental stewardship, peace, social justice, food security, and other charitable causes.

Deadline: October 31, 2026

https://dudleytdoughertyfoundation.org/

Learning Disabilities Foundation

Supports charitable, scientific, literary or educational purposes for the identification, ongoing evaluation, education of and services for adults (and children) with learning disabilities.

Deadline: September 15, 2026

https://www.ldfamerica.org/grant-guidelines.html

Spencer Foundation

The Research-Practice Partnership (RPP) Grants Program supports education research projects that engage in collaborative and participatory partnerships.

Deadline: July 10, 2026

https://www.spencer.org/grant_types/research-practice-partnerships

Health Resources and Services Administration

Rural Community Health Support Program strengthens healthcare access and improves health outcomes in rural communities through technical assistance for community-based organizations and rural health stakeholders.

Deadline: July 8, 2026

https://www.grants.gov/search-results-detail/361316

National Institutes of Health

Research Education Program supports educational activities that enhance research training and workforce development in biomedical, behavioral, and clinical sciences through research-focused educational experiences.

Deadline: September 25, 2026

https://www.grants.gov/search-results-detail/361159

ProLiteracy

Literacy Opportunity Fund supports U.S. nonprofits that are doing direct work with adult students. Funded by the Nora Roberts Foundation; grants awarded quarterly.

Next Deadlines: July 1 and October 1, 2026

https://www.proliteracy.org/Literacy-Opportunity-Fund

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