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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If your nonprofit fundraising feels scattered, you are not alone.

A lot of organizations are trying to raise money with too few staff, too little time, and too many competing priorities.

So fundraising becomes reactive.

A campaign here.
An event there.
A donor email when someone remembers.
A board ask when things get uncomfortable.
A donation page that technically exists, but is not exactly inspiring anyone to whip out a credit card.

This is how good organizations end up stuck in fundraising chaos.

And let’s be clear: chaos is not a strategy.

In last week’s post, we talked about why nonprofit fundraising systems matter, especially when organizations are being asked to do more with less.

If you missed it, start here: Nonprofit Fundraising Is Getting Harder. Your Systems Need to Get Smarter.

That post was the wake-up call.

This one is the practical next step.

Because knowing you need better systems is one thing. Building them is where the real work begins. Here are seven fundraising systems every nonprofit needs to raise money more consistently. (Plus two FREE resources)

1. A simple fundraising calendar

A fundraising calendar is one of the easiest systems to create, and one of the easiest to ignore.

That is a mistake.

Your fundraising calendar should not just include event dates and grant deadlines.

It should show how your nonprofit will build relationships, communicate with donors, ask for support, and report impact throughout the year.

A strong fundraising calendar includes:

• Appeal dates
• Donor thank-you activities
• Impact emails
• Monthly giving promotions
• Board fundraising actions
• Sponsor outreach
• Major donor meetings
• Social media campaigns
• Newsletter dates
• Year-end fundraising
• Lapsed donor follow-up
• Donation page review dates

The goal is simple: stop letting fundraising sneak up on you.

You should not be surprised by your own appeal.

A fundraising calendar helps your organization move from “Oh no, we need money” to “Here is our plan for keeping supporters engaged all year.”

That shift matters.

Ready to stop winging it? Download the FREE Sample Fundraising Calendar for a homeless services nonprofit and see what a full year of intentional fundraising looks like. Then make it your own.

2. A donor thank-you system

If your donor thank-you process is basically “send the receipt and move on,” we need to talk.

A receipt is not a thank-you.

A receipt is proof that the transaction happened.

A real thank-you makes the donor feel seen, appreciated, and connected to the mission.

Your donor thank-you system should answer:

• Who sends the thank-you?
• How quickly does it go out?
• What does the message say?
• Does it feel personal?
• Do first-time donors get special attention?
• Do monthly donors get a different message?
• Do larger gifts trigger a phone call?
• Do board members help thank donors?
• Does the donor understand what their gift made possible?

This does not have to be complicated.

But it does have to be intentional.

A simple system might look like this:

1. Gift received.
2. Receipt sent immediately.
3. Personal thank-you email within 48 hours.
4. Handwritten note for gifts over a certain amount.
5. Phone call for major gifts or first-time larger gifts.
6. Impact update within 30 to 60 days.

That is a system.

And it can make a big difference.

Because donors who feel appreciated are more likely to stay connected.

And donors who stay connected are more likely to give again.

3. A donor retention system

Donor retention is one of the most important fundraising systems your nonprofit can build.

Why?

Because if donors give once and disappear, your organization is constantly starting over.

That is exhausting.

And expensive.

A donor retention system helps you keep track of who gave, who gave again, who lapsed, and who needs follow-up.

Start with these questions:

• How many donors gave last year?
• How many gave again this year?
• How many first-time donors made a second gift?
• Which donors have not given in 12 months?
• Which donors used to give more frequently?
• Which monthly donors stopped giving?
• Who needs a personal touch?

Then create a simple follow-up process.

For example:

• Send a warm thank-you after every gift.
• Send impact updates throughout the year.
• Contact first-time donors within 30 days.
• Reach out to lapsed donors before year-end.
• Invite loyal donors into monthly giving.
• Call long-time donors just to say thank you.

Not to ask.

To thank.

Radical, I know.

The point is to stop letting donors quietly drift away.

Your donors should not have to wonder whether their gift mattered.

Tell them.

Then tell them again.

4. A monthly giving system

Monthly giving is one of the most practical ways to create more predictable revenue.

It helps your donors give in a manageable way, and it helps your nonprofit plan with more confidence.

You do not need a giant monthly giving program to get started.

You need a simple invitation.

Your monthly giving system should include:

• A clear monthly giving option on your donation page
• A short explanation of why monthly gifts matter
• Suggested monthly gift amounts
• A welcome email for new monthly donors
• Regular updates for monthly supporters
• A plan to invite current donors to become monthly donors
• A thank-you message that feels special

Do not overcomplicate this.

You can start by inviting your existing donors.

They already care about your mission. They already trust you enough to give. They are the best audience for this kind of invitation.

Your message can be simple:

“Monthly donors help us provide steady support all year long.”

Or:

“Your monthly gift helps us plan ahead, respond faster, and serve more people without starting from zero every month.”

Monthly giving is not just about convenience.

It is about consistency.

And consistency is exactly what many nonprofits need.

5. A board fundraising system

Many nonprofit leaders are frustrated because their board members are not helping with fundraising.

Fair.

But sometimes board members are not helping because they have no idea what “help with fundraising” actually means.

That phrase is too vague.

It sounds like you are asking them to walk into a room, shake a stranger’s hand, and come back with a $50,000 check.

No wonder people freeze.

Board fundraising works better when it is specific, realistic, and matched to different comfort levels.

Your board fundraising system should include clear options, such as:

• Make a personal gift.
• Thank donors.
• Invite people to events.
• Introduce staff to potential supporters.
• Share campaign messages.
• Identify possible sponsors.
• Host a small gathering.
• Call lapsed donors.
• Tell the organization’s story in the community.

Not every board member has to do the same thing.

But every board member should do something.

The system is not “go fundraise.”

The system is:

Here are five ways board members can help this quarter.
Here is the script.
Here is the timeline.
Here is who is responsible.
Here is how staff will support you.
Here is how we will follow up.

That is how you turn board fundraising from vague guilt into actual action.

6. A better donation page system

Your donation page may be costing you money.

Not because your mission is weak.

Not because people do not care.

But because the page is confusing, hidden, outdated, slow, or emotionally flat.

People should not need a treasure map to give you money.

Your donation page should make giving easy.

Review your page and ask:

• Is the donation button easy to find?
• Does the page clearly explain why giving matters?
• Is the form simple?
• Does it work well on mobile?
• Are monthly giving options easy to select?
• Are suggested gift amounts helpful?
• Does the page feel trustworthy?
• Does the thank-you message feel warm?
• Are there too many distractions?
• Is the donor told what happens next?

If your donation page feels like an afterthought, fix it.

This is low-hanging fruit.

And unlike real fruit, it will not rot in the staff kitchen.

A good donation page does not need to be fancy.

It needs to be clear, easy, and emotionally connected to your mission.

7. An impact storytelling system

Donors need to see the difference their support makes.

Not just once a year.

Not just in the annual report.

Regularly.

An impact storytelling system helps your nonprofit collect and share stories throughout the year, so you are not scrambling when it is time to send an appeal.

Your system might include:

• One client story per month
• One donor impact story per month
• One staff reflection per quarter
• One volunteer story per quarter
• One program win each month
• One “because of you” email each month
• One photo or quote from the field each week

You can also create a simple story bank.

Track:

• Who was helped?
• What changed?
• What problem was solved?
• What role did donors play?
• What quote or detail makes the story feel human?
• What photo or visual could support the story?
• Do we have permission to share it?

This helps you avoid the dreaded blank screen when you need content.

And it helps donors understand that their giving matters.

Because fundraising is not just asking.

Fundraising is showing people the difference they can make.

Start with one system

Here is the important part.

Do not try to build all seven systems at once.

That is how you end up with a beautiful spreadsheet, fourteen tabs, and absolutely no progress.

Start with one.

If your donors are not being thanked well, start with the thank-you system.

If donors are not giving again, start with retention.

If your revenue feels unpredictable, start with monthly giving.

If your board is disengaged, start with board fundraising roles.

If people are clicking away before they donate, start with your donation page.

Pick the system that would make the biggest difference right now.

Build it.

Use it.

Improve it.

Then move to the next one.

That is how sustainable fundraising gets built.

Not through panic.

Not through perfection.

Through repeatable systems that make the work easier to manage and easier to sustain.

Not sure which system to tackle first? Download the FREE worksheet, "Which Fundraising System Should You Build First?" and score yourself on all seven systems in about five minutes, and let the numbers tell you where to start.

The bottom line

Nonprofit fundraising does not have to feel like constant chaos.

It will always take work.

It will always require relationships.

It will always require asking.

But it does not have to depend on last-minute scrambling, staff heroics, and board members who are vaguely “willing to help” but never actually do anything.

Your nonprofit can build better systems.

1. A fundraising calendar.
2. A donor thank-you system.
3. A donor retention system.
4. A monthly giving system.
5. A board fundraising system.
6. A donation page system.
7. An impact storytelling system.

None of these systems has to be perfect.

They just have to exist.

Because when your systems get stronger, your fundraising gets more consistent.

And when your fundraising gets more consistent, your mission gets stronger.

That is the whole point.

If you are still wondering why this matters so much right now, go back and read the first post in this series: Nonprofit Fundraising Is Getting Harder. Your Systems Need to Get Smarter.

It explains why scattered fundraising is breaking down and why stronger systems are no longer optional.

Need practical tools to strengthen your fundraising?

Success For Nonprofits offers templates, guides, and toolkits to help nonprofit leaders build stronger fundraising systems, engage board members, improve donor retention, and raise money with more confidence.

Because your mission deserves more than last-minute fundraising panic.

And so do you.

FAQ: Fundraising Systems Every Nonprofit Needs

What fundraising systems does every nonprofit need?

Every nonprofit needs systems for donor thank-you messages, donor retention, monthly giving, board fundraising, donation page improvement, impact storytelling, and annual fundraising planning.

How can a small nonprofit build a fundraising system?

A small nonprofit can start by choosing one system to improve first, such as donor follow-up or a fundraising calendar. The goal is to create simple, repeatable steps that staff and board members can follow.

Why is donor retention important?

Donor retention is important because it is usually easier to keep existing donors than to constantly find new ones. Strong donor retention helps nonprofits build more reliable support over time.

How can board members help with fundraising?

Board members can help by making personal gifts, thanking donors, making introductions, inviting people to events, identifying sponsors, sharing campaigns, and talking about the organization in the community.

What makes a good nonprofit donation page?

A good nonprofit donation page is easy to find, simple to use, mobile-friendly, emotionally clear, and focused on impact. It should make giving feel easy and meaningful.

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Let’s be honest for a second.

You did not start your nonprofit so you could spend every third Tuesday night sitting across from twelve people who do not know what they signed up for, debating whether to spend $79 on a new coffee maker for the break room.

And yet.

Here you are.

If your nonprofit board meetings feel more like hostage negotiations than strategic leadership sessions, you are not alone. Nonprofit board problems are everywhere.

Disengaged board members.
Confusion about roles.
Fear of fundraising.
Meetings that go nowhere.
Committees that exist in name only.
Board members who nod a lot but do very little.

It is exhausting.

But here is the good news: most dysfunctional nonprofit board issues are fixable.

The bad news? Fixing them requires someone to say out loud what is actually going wrong.

Consider this your permission slip.

FREE RESOURCES BELOW, BY THE WAY...

What Makes a Nonprofit Board Dysfunctional?

A dysfunctional nonprofit board is not always loud, dramatic, or openly hostile.

Sometimes it looks very polite.

Everyone smiles. Everyone approves the minutes. Everyone says they care deeply about the mission. Then nothing changes.

A nonprofit board becomes dysfunctional when board members are unclear about their responsibilities, avoid difficult conversations, fail to participate in fundraising, focus on operations instead of governance, or do not hold one another accountable.

In other words, the problem is not always bad people.

Sometimes the problem is a bad system.

Most board dysfunction comes from a few common issues:

• Board members were recruited without clear expectations.
• New members were never properly onboarded.
• The board does not understand governance.
• Fundraising expectations were never clearly explained.
• Meetings are focused on updates instead of strategy.
• There is no accountability for attendance or participation.
• The same people stay on the board too long.
• The executive director is carrying work the board should own.

If any of that sounds familiar, take a breath.

You are not alone. You are also not powerless.

Let’s fix the mess.

Problem #1: Board Members Do Not Understand Their Role

Somewhere along the way, someone told your board members their job was to attend meetings, nod thoughtfully, and approve the budget.

That person was wrong.

Nonprofit board members are fiduciaries. They are legally and ethically responsible for helping protect the organization’s mission, finances, reputation, and long-term health.

A strong nonprofit board helps with:

• Governance
• Financial oversight
• Strategic direction
• Executive director support
• Fundraising
• Community ambassadorship
• Risk management
• Mission accountability

That does not mean board members should manage staff, pick napkin colors for the gala, rewrite the newsletter, or hover over the executive director like a nervous drone.

That is not governance.

That is meddling with a name badge.

The board’s job is to lead at the right level. They should be focused on strategy, sustainability, oversight, and mission impact.

If your board members do not understand that, it usually means they were never properly taught.

That is not entirely their fault.

It is a recruitment, onboarding, and expectations problem.

How to Fix It

Start with a simple board expectations document.

Not a 14-page packet that disappears into a Google Drive folder and is never seen again.

A clear, direct, one-page document.

Include expectations around:

• Meeting attendance
• Committee participation
• Personal giving
• Fundraising support
• Community ambassadorship
• Confidentiality
• Preparation before meetings
• Strategic leadership
• Term limits
• Conflict of interest policies

Then review it with every current board member.

Not just new board members.

Everyone.

Have each board member sign it annually. Yes, even the longtime board member who has “been here since the beginning.” Especially that person, if we are being honest.

Some people will step up. Others may realize this is no longer the right role for them.

That is not a failure.

That is clarity.

And clarity is your friend.

Free Resource Help Solve This Problem:

‍Your board members cannot meet expectations that live only in your head. I'm sharing a free Board Member Expectations Template to clearly spell out what board members are responsible for, what support the organization will provide, and how everyone can start the year on the same page.

Download the FREE Board Member Expectations Template HERE

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Problem #2: The Board Avoids Fundraising

This one is so common it should have its own support group.

Your board members say things like:

“I am not comfortable asking for money.”
“That is not my strength.”
“I do not know wealthy people.”
“I thought staff handled fundraising.”
“I did not join the board to ask my friends for money.”

Meanwhile, your organization is running on fumes and you are writing grant applications at midnight like some kind of nonprofit vampire.

Let’s be clear.

Board members do not need to be professional fundraisers to help with fundraising.

They do not need to cold-call strangers.
They do not need to beg.
They do not need to become slick salespeople.
They do not need to corner people at cocktail parties and ruin the cheese board.

But they do need to participate.

Board fundraising can include:

• Making introductions
• Thanking donors
• Sharing why the mission matters
• Inviting people to events
• Hosting small gatherings
• Identifying potential sponsors
• Calling lapsed donors
• Sharing campaigns on social media
• Making a personally meaningful gift
• Opening doors to businesses, civic leaders, or funders

Board fundraising is not just asking for money.

It is helping build relationships that lead to money.

That distinction matters.

How to Fix It

Stop telling your board, “We need you to help with fundraising.”

That is too vague.

Vague asks create vague results.

Instead, give board members specific, manageable actions.

Try this:

“Can you introduce me to three people who care about youth homelessness?”

“Can you make five thank-you calls this month?”

“Can you invite two people to our next site tour?”

“Can you share our campaign with a short note about why you serve on the board?”

“Can you help us identify five businesses that may want to sponsor the event?”

Now you are giving them something concrete.

Also, give them scripts.

Board members are often afraid because they do not know what to say. Do not make them invent language from scratch. That is how people panic and start saying weird things like, “Please donate because we are very nice.”

Give them talking points, sample emails, call scripts, and social media captions.

Make fundraising feel doable.

Because it is.

Want a deeper step-by-step guide? My book, How To Get Your Nonprofit Board To Fundraise, walks you through how to set expectations, train your board, and give members practical ways to support fundraising without making everyone feel awkward, guilty, or ready to fake a Wi-Fi outage. Get it on Amazon HERE.

Problem #3: Your Board Is Full of the Wrong People

Not everyone on your board should be on your board.

There. I said it.

Some people joined because they were enthusiastic three years ago. Some joined because they are friends with a founder. Some joined because they are connected to a major donor. Some joined because nobody else said yes.

And at least one person may be there because nobody had the heart to say no.

That is how nonprofit boards become crowded but not effective.

A strong board is not built by accident. It is built intentionally.

You need people with the skills, connections, lived experience, perspective, and commitment your organization needs now.

Not ten years ago.

Now.

This is not about being unkind.

It is about being responsible.

Your mission is too important to staff your board out of obligation.

How to Fix It

Create a board matrix.

A board matrix helps you identify what your board has, what it is missing, and what you should recruit for next.

Look at areas such as:

• Finance
• Legal
• Fundraising
• Marketing
• Human resources
• Programs
• Technology
• Facilities
• Public relations
• Government relations
• Community connections
• Lived experience
• Strategic planning
• Major donor access
• Corporate partnerships

Then ask the question most boards skip:

What does our organization need from its board over the next three years?

Not “Who do we know?”
Not “Who will say yes?”
Not “Who looks impressive on paper?”
Not “Who has a pulse and owns a blazer?”

Start with the organization’s needs and work backward.

That is how you recruit board members who can actually help lead.

Problem #4: Board Meetings Are Too Operational

If your board spends 25 minutes discussing where to store extra folding chairs but barely talks about financial sustainability, you have a problem.

Board meetings should not be staff meetings with fancier snacks.

They should not be a monthly tour through everything staff already did.

They should not be dominated by updates that could have been sent in an email.

Board meetings should focus on governance, strategy, oversight, and decisions.

If your board meetings are boring, unfocused, or painfully long, your agenda may be training board members to disengage.

And guess what?

They are learning.

How to Fix It

Redesign your board agenda.

A strong nonprofit board meeting agenda should focus on:

• Strategic decisions
• Financial trends
• Program outcomes
• Fundraising progress
• Board recruitment
• Risks and opportunities
• Executive director support
• Strategic plan progress
• Mission impact
• Long-term sustainability

Send reports in advance. Use a consent agenda when appropriate. Stop reading reports out loud unless your board enjoys bedtime stories with budget notes.

Make sure every major agenda item answers one of these questions:

• What decision do we need from the board?
• What strategic issue needs discussion?
• What risk does the board need to understand?
• What opportunity should the board help advance?
• What does this mean for our mission?

Your board members are more likely to act like leaders when the agenda invites them to lead.

Problem #5: Nobody Holds Board Members Accountable

This is where many nonprofit boards get stuck.

Everyone knows who misses meetings.

Everyone knows who never follows through.

Everyone knows who avoids fundraising.

Everyone knows who dominates conversations but does not actually do anything.

And everyone pretends not to know.

That silence is expensive.

When board members are allowed to miss meetings, ignore commitments, avoid fundraising, and remain on the board indefinitely, the message is clear:

Expectations are optional.

That is how strong board members get frustrated. It is also how weak board culture becomes normal.

How to Fix It

Create a board accountability process before you are in crisis.

This can include:

• Annual board self-assessments
• Board chair check-ins
• Attendance tracking
• Committee participation reviews
• Term limits
• Clear expectations for giving and fundraising
• A process for rotating inactive members off the board

Accountability does not have to be cruel.

Sometimes the conversation is simply:

“We are so grateful for your service. It seems like this may no longer be the right season for you to serve in this role. Would you be open to supporting the organization in another way?”

See?

Nobody died.

Awkward? Maybe.

Necessary? Absolutely.

Problem #6: The Executive Director Is Carrying the Board

This one is delicate, but we need to talk about it.

In many nonprofits, the executive director is doing the board’s job for them.

The executive director reminds board members to attend meetings.
The executive director creates the board agenda.
The executive director recruits board members.
The executive director drives fundraising.
The executive director follows up on committee work.
The executive director writes the strategic plan, updates the dashboard, manages the crisis, and probably orders the sandwiches.

Then everyone wonders why the executive director is exhausted.

A healthy nonprofit board should support the executive director, not become another program the executive director has to manage.

How to Fix It

Strengthen the board chair role.

The board chair should be the executive director’s partner in board leadership. That means the board chair helps set expectations, manage board culture, follow up with board members, lead difficult conversations, and keep the board focused on governance.

If the executive director is the only person holding the board accountable, the structure is broken.

Create a clear partnership between the executive director and board chair.

They should meet regularly to discuss:

• Board engagement
• Meeting agendas
• Fundraising participation
• Board recruitment
• Committee progress
• Executive director support
• Upcoming decisions
• Any board member concerns

The executive director should not have to carry the board alone.

That is not leadership.

That is a slow-motion burnout plan.

Free Resource Help Solve This Problem:

If any of that sounds familiar, start here: the Board Chair and ED Partnership Checklist gives you the role clarity table, the reset script, and the 30-day plan.

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Problem #7: Board Recruitment Is Reactive, Not Strategic

Too many nonprofit boards recruit in panic mode.

Someone resigns. Everyone looks around the table. Someone says, “Does anyone know somebody?”

That is not a recruitment strategy.

That is a group project with snacks.

Reactive board recruitment leads to the same problem over and over again. You fill seats instead of building leadership.

You end up with people who are available, not necessarily people who are aligned.

How to Fix It

Create a year-round board recruitment process.

Strong boards are always cultivating future board members. They are not waiting until someone quits.

Build a simple pipeline:

1. Identify the skills and connections you need.
2. Ask current board members and staff for names.
3. Invite prospects to events or tours.
4. Have exploratory conversations.
5. Share board expectations early.
6. Ask candidates why the mission matters to them.
7. Review fit before making an invitation.
8. Onboard new members with intention.

And please, for the love of your mission, stop surprising people with board expectations after they join.

Tell them the truth up front.

Yes, we expect attendance.
Yes, we expect giving.
Yes, we expect fundraising participation.
Yes, we expect committee work.
Yes, we expect you to be an ambassador.

The right people will appreciate the clarity.

The wrong people will run.

Both are useful outcomes.

A Simple 30-Day Plan to Improve Your Nonprofit Board

You do not have to fix every nonprofit board problem overnight.

In fact, please do not try.

That is how you end up with a 47-page board improvement plan that everyone praises and no one implements.

Start with 30 days.

Week 1: Name the Real Problems

Meet with your board chair and executive director.

Ask:

• What is working well?
• What is not working?
• Where are board members confused?
• Where are we avoiding accountability?
• What are we expecting from the board that we have never clearly stated?
• What does the organization need from the board this year?

Be honest.

Not dramatic.

Honest.

Week 2: Create or Update Board Expectations

Draft a one-page board expectations document.

Include:

• Attendance expectations
• Giving expectations
• Fundraising participation
• Committee roles
• Ambassador responsibilities
• Preparation expectations
• Term limits
• Conflict of interest requirements

Then decide when and how you will review it with the full board.

Week 3: Redesign the Board Meeting Agenda

Look at your last three board agendas.

Ask:

• What could have been sent by email?
• What was operational instead of strategic?
• Where did the board actually make decisions?
• What important conversations are missing?
• Are we spending enough time on finances, fundraising, impact, and strategy?

Then create a better agenda for the next meeting.

Week 4: Assign Specific Fundraising Actions

Do not ask the board to “help with fundraising.”

Give them specific choices.

For example:

• Make thank-you calls.
• Invite people to a tour.
• Identify potential sponsors.
• Share a campaign.
• Make introductions.
• Attend donor meetings.
• Write personal notes.
• Help with follow-up after events.

Let board members choose from a menu of actions.

Then track follow-through.

That last part matters.

A plan without accountability is just a wish wearing business casual.

What a Healthy Nonprofit Board Looks Like

A healthy nonprofit board does not mean everyone agrees all the time.

It does not mean meetings are perfect.

It does not mean every board member is wealthy, connected, or naturally gifted at fundraising.

A healthy nonprofit board means:

• Board members understand their role.
• Expectations are clear.
• Meetings are strategic.
• Fundraising is shared.
• Board members follow through.
• The board chair leads.
• The executive director is supported.
• Recruitment is intentional.
• Accountability is normal.
• The mission stays at the center.

That is the goal.

Not perfection.

Progress.

Final Thought: Your Mission Deserves Better Than Board Chaos

If your nonprofit board is a hot mess right now, you are not doomed.

But you do have to stop pretending the mess will magically clean itself up.

It will not.

Board problems usually get worse when they are ignored.

The disengaged members get more disengaged.
The strong members get more frustrated.
The executive director gets more exhausted.
The mission pays the price.

So start small.

Name the problem.
Clarify the expectations.
Fix the agenda.
Train the board.
Recruit intentionally.
Have the hard conversations.

Your mission deserves a board that shows up for it.

Not just physically.

Fully.

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Your mission deserves a board that understands the assignment.

Let’s get you there.

Frequently Asked Questions About Nonprofit Board Problems

What are the most common nonprofit board problems?

The most common nonprofit board problems include unclear roles, poor meeting attendance, weak fundraising participation, unproductive meetings, lack of accountability, poor recruitment, and board members who do not understand the difference between governance and management.

How do you fix a dysfunctional nonprofit board?

To fix a dysfunctional nonprofit board, start by identifying the specific problems. Then create clear board expectations, improve onboarding, redesign board meeting agendas, provide fundraising training, use a board matrix for recruitment, and create a process for board accountability.

What are the signs of a dysfunctional nonprofit board?

Signs of a dysfunctional nonprofit board include low attendance, poor follow-through, lack of fundraising participation, board members focusing on staff-level tasks, unclear roles, weak financial oversight, conflict avoidance, and meetings that do not lead to meaningful decisions.

What should nonprofit board members be responsible for?

Nonprofit board members are responsible for governance, financial oversight, strategic direction, executive director support, fundraising support, community ambassadorship, and protecting the mission of the organization. They are not responsible for managing daily operations unless the organization is an all-volunteer nonprofit.

Should nonprofit board members help with fundraising?

Yes. Nonprofit board members should help with fundraising, but that does not mean every board member has to directly ask for money. Board members can help by making introductions, thanking donors, inviting people to events, identifying prospects, sharing campaigns, and making a personally meaningful gift.

Why are nonprofit board members afraid of fundraising?

Many nonprofit board members are afraid of fundraising because they have not been trained, they think fundraising only means asking for money, or they feel uncomfortable talking about finances. Clear expectations, simple scripts, and specific fundraising tasks can help board members become more confident.

How can nonprofit boards improve meeting effectiveness?

Nonprofit boards can improve meeting effectiveness by using strategic agendas, sending reports in advance, limiting operational updates, focusing on key decisions, reviewing financial and program outcomes, and making space for meaningful discussion about the future of the organization.

What is the difference between nonprofit governance and management?

Governance is the board’s role. It includes oversight, strategy, financial accountability, and mission protection. Management is the staff’s role. It includes daily operations, program delivery, supervision, and implementation. Healthy nonprofits are clear about the difference.

How do you recruit better nonprofit board members?

To recruit better nonprofit board members, use a board matrix to identify the skills, relationships, experience, and perspectives your organization needs. Then recruit people who match those needs. Avoid filling board seats only with friends, familiar names, or people who simply say yes.

When should a nonprofit board member step down?

A nonprofit board member should step down when they can no longer attend meetings, fulfill expectations, participate meaningfully, support fundraising, or act in the best interests of the organization. Term limits and annual board check-ins make these transitions easier.

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Let’s just say the quiet part out loud.

Federal funding cuts, freezes, delays, and policy shifts are not some distant threat nonprofits can worry about later.

They are happening right now.

And nonprofits are feeling it.

Programs are being questioned.

Contracts are being delayed.

Grant opportunities are changing.

Reimbursements are getting harder to count on.

Leaders are trying to make budget decisions without clear answers.

And communities that already have too little are being asked to absorb even more uncertainty.

Let me be clear.

This is not normal belt-tightening.

This is not just another budget season.

This administration’s funding actions are creating real harm for nonprofits and the communities they serve.

That does not mean we panic.

It means we tell the truth.

Then we plan.

Recent reporting and sector research confirm what nonprofit leaders are already seeing. The National Council of Nonprofits has warned that federal funding cuts are driving service disruptions and harming communities, noting that even small pauses in federal grants can lead to staff reductions, delayed services, longer wait lists, and closed programs.

The Urban Institute also found that about one-third of nonprofits experienced at least one government funding disruption, including funding losses, delays, pauses, freezes, or stop-work orders. Those disruptions were linked to staffing reductions, fewer programs, fewer program locations, and fewer people served.

And this is not just a “big nonprofit” problem.

The Urban Institute reported in March 2026 that without government grants, 60% to 86% of nonprofits in every state would have been at risk of operating at a loss based on recent financial data.

So no, you are not being dramatic.

You are paying attention.

And yes, you should be concerned.

But here is the hard part.

Nonprofit leaders do not get the luxury of only being angry.

You can be angry.

You can be worried.

You can be frustrated.

Frankly, you should be.

But then you still have to lead.

And no, calm does not mean complacent.

I am not okay with what is happening. I am not going to pretend these cuts, freezes, delays, and policy shifts are just another normal challenge nonprofits have to “adapt” to with a smile and a Canva graphic.

They are causing real harm.

But nonprofit leaders still have to lead through it.

That means we tell the truth.

We protect our people.

We organize our information.

We make the strongest plan we can.

And we do not let panic drive the car.

Because panic is a terrible driver.

First, Know Exactly How Exposed You Are

Before you start rewriting your entire strategic plan at midnight with a half-eaten granola bar and a stress headache, you need facts.

Not vibes.

Not rumors.

Not “I heard from another executive director that everything is going away.”

Facts.

Start by answering these questions:

How much of your current budget comes from federal funding?

How much comes from state, county, or city dollars that originate from federal funding?

Which programs depend on that money?

Which staff positions are paid by those funds?

Which contracts or grants are already awarded?

Which ones are pending?

Which ones are reimbursable, meaning you spend the money first and wait to get paid back?

That last one matters. A lot.

A delayed reimbursement can wreck your cash flow even if the grant technically still exists.

This is where a grant tracking spreadsheet becomes your new best friend.

Not because spreadsheets are glamorous.

They are not.

No one has ever said, “You know what really brings me joy? Conditional formatting.”

But a good grants spreadsheet gives you control.

And right now, control is the assignment.

Your spreadsheet should include:

• Funder name
• Funding source, including whether federal dollars are involved
• Grant amount
• Program supported
• Start and end date
• Reimbursement or upfront payment
• Reporting deadlines
• Renewal likelihood
• Current status
• Risk level
• Notes from funder communication
• Backup funding possibilities

You do not need perfection.

You need visibility.

Because you cannot protect what you cannot see.

Separate the Fire From the Smoke

In a chaotic funding environment, everything feels urgent.

But not everything is actually on fire.

Some funding is at immediate risk.

Some funding is delayed but likely to continue.

Some funding may be affected next fiscal year.

Some funding is making everyone nervous because we are all living in the nonprofit version of a group text with no clear answers.

Your job is to sort the fire from the smoke.

Create three categories.

Category 1: Immediate Risk

This includes grants or contracts that have already been paused, canceled, delayed, placed under review, or connected to a stop-work order.

These need fast action.

Call the funder.

Document everything.

Review the grant agreement.

Talk to your finance person.

Update your board.

Look at cash flow.

Do not wait for the next board meeting six weeks from now while everyone calmly eats muffins and pretends this is fine.

Category 2: Possible Risk

This includes funding connected to federal priorities that may be under review, politically vulnerable, or dependent on future appropriations.

These need scenario planning.

Not panic.

Not paralysis.

Planning.

Category 3: Low Current Risk

This includes funding that appears stable for now.

Do not ignore it.

But do not spend all your energy worrying about money that is not currently showing signs of trouble.

Nonprofit leaders have a bad habit of putting out imaginary fires while the actual trash can is smoking in the corner.

Don’t do that.

This Is Not Your Failure

If your organization is scrambling right now, I want you to hear this clearly.

This is not because you failed.

This is not because you were careless.

This is not because you should have magically predicted every federal decision before it happened.

Nonprofits are being asked to absorb chaos they did not create.

Many are being expected to keep serving more people with fewer resources, less certainty, and no meaningful pause in community need.

That is not sustainable.

And it is not fair.

But blaming yourself will not help.

Freezing will not help.

Waiting for someone else to fix it will not help either.

The only useful move now is to get clear, get organized, and make decisions from facts instead of fear.

Build a 30, 60, and 90-Day Funding Response Plan

When federal funding gets shaky, your nonprofit does not need a 47-page crisis plan that nobody will read.

You need a short action plan.

Clear.

Practical.

Usable.

Start with 30 days.

In the Next 30 Days

Identify every government-related funding source.

Rank each one by risk.

Review your cash flow.

Contact funders where you need clarification.

Pause nonessential spending.

Prepare a short board update.

Review your reserve policy.

Pull your donor lists.

Update your grant calendar.

Create a communications plan in case services are affected.

That is enough for the first month.

Do not try to solve the entire future of American philanthropy before lunch.

In the Next 60 Days

Start building replacement funding options.

Look for private foundations that fund similar work.

Identify local government opportunities.

Reach out to major donors.

Review lapsed donors.

Build a short campaign around the program most at risk.

Strengthen your case for support.

Update your website donation page.

Make sure your impact data is easy to find.

Because here is the truth.

When money gets tight, vague nonprofits struggle.

Clear nonprofits compete.

In the Next 90 Days

Create a funding diversification plan.

Not a fantasy plan.

A real one.

Pick three to five funding streams to strengthen.

For most nonprofits, that might include:

• Individual donors
• Monthly giving
• Major gifts
• Private foundation grants
• Local business sponsorships
• Corporate partnerships
• Fee-for-service revenue
• Events that actually make money
• State, county, or city funding
• Planned giving, if your organization is ready

Notice I did not say, “Do everything.”

Doing everything is not a strategy.

It is how nonprofit leaders end up crying in their cars between meetings.

Pick the funding streams that make sense for your mission, capacity, audience, and staff.

Then build from there.

Stop Treating Donor Development Like a Nice Extra

This is where I am going to be lovingly annoying.

If your nonprofit has relied heavily on government funding and has not invested in individual donor development, this is your wake-up call.

Not a judgment.

A wake-up call.

Government funding can be powerful.

It can help scale programs, serve more people, and bring much-needed resources into communities.

But it can also create dependency.

And dependency is risky.

Especially when federal policy decisions become unstable, punitive, or disconnected from what communities actually need.

Individual donors give your organization something government funding rarely does.

Flexibility.

You can use unrestricted donations to fill gaps, respond quickly, keep staff in place, and protect programs while you figure out what comes next.

This is also why unrestricted donor support is not a luxury.

In moments like this, unrestricted support is what helps nonprofits survive political and funding chaos without abandoning the people they serve.

That does not mean you send one desperate email that says, “Help, everything is terrible.”

Please do not do that.

It means you build a donor development system.

A real one.

Start here:

• Make sure your donation page is easy to use.
• Add monthly giving as a clear option.
• Call your best donors.
• Thank people faster.
• Tell better impact stories.
• Segment your donor list.
• Re-engage lapsed donors.
• Ask board members to help open doors.
• Share what is at stake without sounding like the sky is falling.

Donors do not need drama.

They need clarity.

Tell them what is happening.

Tell them what your organization is doing.

Tell them how their support helps.

Then ask.

Not vaguely.

Not apologetically.

Ask clearly.

Your Board Needs to Be in This Conversation

This is not the moment for your board to nod sympathetically and then ask whether the gala centerpieces can be blue this year.

Your board needs to understand the financial risk.

They also need to understand their role.

That does not mean every board member suddenly becomes a major gifts officer.

Calm down, board members.

Nobody is sending you into the wild with a pledge card and a granola bar.

But it does mean board members should help with:

• Opening doors to donors
• Making thank-you calls
• Reviewing financial scenarios
• Identifying business connections
• Sharing the organization’s message
• Supporting emergency fundraising efforts
• Making their own meaningful gifts
• Advocating when appropriate
• Staying focused on strategy, not micromanaging staff

The board’s job is not to panic.

The board’s job is to govern.

That means asking good questions, understanding risk, and helping protect the mission.

Do Not Chase Every Grant Like a Golden Retriever With a Tennis Ball

When funding gets tight, nonprofits often start chasing every grant they can find.

This is understandable.

It is also dangerous.

Bad-fit grants waste time.

Tiny grants with huge reporting requirements drain capacity.

Restricted grants can make your budget look healthier than it actually is.

And grants that pull you away from your mission are not opportunities.

They are traps with deadlines.

Use a grant decision checklist before applying.

Ask:

Does this grant align with our mission?

Do we already do this work?

Can we meet the requirements?

Do we have the data?

Is the amount worth the effort?

Will it cover real costs?

Does it require a match?

Can we sustain the work after the grant ends?

Are we applying because this is strategic, or because we are scared?

That last question is the big one.

Fear is not a funding strategy.

Communicate With Funders Before You Are in Crisis

Please do not wait until payroll is sweating in the corner before contacting your funders.

Funders do not like surprises.

Neither do board members.

Neither do staff.

Nobody enjoys a surprise financial emergency.

It is not a birthday party.

If a program is at risk, talk to funders early.

Ask whether grant terms can be adjusted.

Ask whether reporting timelines can shift.

Ask whether funds can be converted to general operating support.

Ask whether emergency support is available.

Ask if they know other funders supporting organizations affected by federal cuts, freezes, delays, or policy changes.

Some funders will not be able to help.

Some will.

But they cannot help with problems they do not know exist.

Protect Your Staff From Chaos Whiplash

Your staff already knows something is up.

They hear the news.

They feel the tension.

They notice when leadership gets weird and starts having closed-door meetings with spreadsheets.

Do not leave them guessing.

You do not have to share every detail.

You do not have to have every answer.

But you should communicate what you can.

Try this:

“We are reviewing all current and potential funding risks. At this point, we are gathering information, looking at scenarios, and making a plan. We will keep you updated as we know more.”

That is honest.

That is calm.

That is leadership.

Silence creates rumors.

Rumors create fear.

Fear makes people update their resumes.

Update Your Messaging Now

When funding gets uncertain, your organization’s messaging matters more than ever.

Can people quickly understand what you do?

Can they see who you serve?

Can they understand the stakes?

Can they find your impact?

Can they donate easily?

Can they explain your work to someone else?

If not, fix it.

This is not cosmetic.

This is survival.

Your website, donation page, email list, social media, annual report, and case for support should all make one thing clear:

Your organization matters.

Your work is needed.

The community is better because you exist.

And support right now makes a real difference.

Not someday.

Now.

What Nonprofits Should Not Do Right Now

Let’s save everyone some time.

Do not pretend nothing is happening.

Do not terrify your donors.

Do not send a crisis appeal every other Tuesday.

Do not hide financial concerns from your board.

Do not cut fundraising first.

Do not assume one big grant will save you.

Do not apply for grants that make no sense.

Do not wait for perfect information.

Do not make permanent decisions based on temporary fear.

Do not let chaos in Washington convince you that your organization has no power.

And please, for the love of unrestricted funding, do not say, “We just need to get our name out there” and then post three random graphics on Facebook.

Visibility is not the same as strategy.

The Real Goal: More Options

The goal is not to become completely immune to federal funding changes.

That is probably not realistic for many nonprofits.

The goal is to have more options.

More donor relationships.

More funder relationships.

More cash visibility.

More board engagement.

More unrestricted revenue.

More clarity.

More discipline.

More control.

Because when one funding source shifts, your organization should not have to immediately wonder whether it can survive.

That is the work now.

Not panic.

Planning.

Not drama.

Discipline.

Not magical thinking.

Math.

Very rude, I know.

But math is undefeated.

Start With These Five Moves

If you are overwhelmed, start here.

1. Build or update your grants spreadsheet.

List every grant, contract, deadline, amount, restriction, reimbursement status, and risk level.

2. Review your cash flow.

Know what happens if payments are delayed 30, 60, or 90 days.

3. Identify your most vulnerable programs.

Know which services depend on at-risk funding.

4. Strengthen donor development.

Start with current donors, lapsed donors, monthly donors, and board connections.

5. Talk to your board.

Give them facts, options, and a role.

That is enough to begin.

You do not have to fix everything this week.

But you do need to start.

Final Thought

Federal funding cuts are real.

The chaos is real.

The harm to nonprofits and communities is real.

And pretending otherwise helps no one.

But panic is not a plan.

Nonprofit leaders need room to be angry, worried, and deeply frustrated.

I am all three.

But then we have to turn toward the work.

We assess the risk.

We organize the numbers.

We protect programs where we can.

We talk to donors.

We bring the board into the conversation.

We tell the truth about what is happening.

And we make the strongest plan possible in a moment that feels anything but stable.

This is not the time for silence.

This is not the time for magical thinking.

This is the time for leadership.

Not because everything is fine.

Because everything is not fine.

And the communities nonprofits serve deserve leaders who are clear-eyed, prepared, and willing to fight for the work.

FAQ: Federal Funding Cuts and Nonprofit Planning

How are federal funding cuts affecting nonprofits?

Federal funding cuts, freezes, delays, and stop-work orders can affect nonprofits by reducing revenue, delaying reimbursements, forcing program changes, creating cash flow problems, and pushing organizations into difficult staffing decisions. Sector research has already shown that government funding disruptions are connected to reduced staffing, fewer programs, fewer program locations, and fewer people served.

What should nonprofits do first if federal funding is at risk?

The first step is to identify your exposure. List every government grant and contract, determine which programs and staff positions depend on that funding, review cash flow, contact funders for clarification, and brief the board with facts rather than rumors.

How can nonprofits prepare for government grant cuts?

Nonprofits can prepare by creating a 30, 60, and 90-day response plan, building a grant tracking spreadsheet, strengthening donor development, reviewing cash reserves, identifying alternative funding sources, and developing clear communication for staff, board members, funders, and donors.

Why is a grants spreadsheet important during funding cuts?

A grants spreadsheet helps nonprofits see which grants are active, pending, restricted, reimbursable, renewable, or at risk. This allows leadership to make better decisions, prioritize follow-up, manage deadlines, and understand the real financial impact of possible cuts or delays.

Should nonprofits stop applying for grants during federal funding uncertainty?

No. But nonprofits should be more strategic. Focus on opportunities that align with your mission, cover real costs, have manageable reporting requirements, and support existing programs or strategic priorities. Do not chase bad-fit grants just because everyone is nervous.

How can nonprofits replace lost federal funding?

Most nonprofits cannot replace federal funding overnight. However, they can build a stronger funding mix by developing individual donors, monthly giving, major gifts, private foundation grants, corporate partnerships, local government support, sponsorships, and earned revenue when appropriate. Recent reporting has also noted that some nonprofits are looking to local governments as one possible source of replacement funding as federal dollars become less stable.

What role should the board play during federal funding cuts?

The board should help assess risk, review financial scenarios, support donor development, open doors to funders and partners, make meaningful personal gifts, and stay focused on governance. This is a strategic leadership moment, not just a staff problem.

How should nonprofits communicate with donors about funding cuts?

Nonprofits should communicate honestly and clearly. Donors need to understand what is happening, why the organization’s work matters, what is at stake, and how their support helps. The message should be urgent but not frantic.

What should nonprofits avoid during a funding crisis?

Nonprofits should avoid panic fundraising, hiding information from the board, cutting fundraising capacity first, applying for poor-fit grants, waiting too long to contact funders, and making permanent decisions based only on fear.

What is the best long-term strategy for nonprofits facing federal funding cuts?

The best long-term strategy is to reduce dependency on any single funding source. That means building unrestricted revenue, improving donor development, strengthening messaging, tracking grants carefully, maintaining cash reserves, and creating a realistic sustainability plan.

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Let’s not sugarcoat it. Things are a mess right now.

The political climate is shifting. The economy is jittery. Funding is uncertain. Nonprofits across the country are bracing for budget cuts, donor fatigue, and a whole lot of “Wait. What now?”

So if you’re feeling distracted, overwhelmed, or like your entire strategic plan got thrown into a blender… you are not alone.

But here’s the deal. In times like these, your mission matters more than ever. Your work is the steady hand. The calm in the storm. And that means you need a plan. Not a five-year plan. Not even a one-year plan. You need a clear-eyed, boots-on-the-ground, 90-day reset.

Let’s get to it.

Why a 90-Day Reset Works When the World Is on Fire

The world is unpredictable. Your nonprofit development plan shouldn’t be.

Ninety days is long enough to make real progress and short enough to stay nimble. You can set a direction, get moving, adjust as needed, and still catch your breath in the process.

Think of it like nonprofit triage. You stabilize. You prioritize. You take action.

Step 1: Pick Your Focus Areas

Before you dive in, choose the buckets that need your attention. Not everything can be top priority. Narrow it down to three or four categories that will actually move the needle.

Here are a few to choose from:

Marketing
Get your message out. Loud and clear. People need to know what you do and why it matters. Especially now.

Communications
Stay in touch with your people. That means donors, volunteers, clients, board members, and even your neighbor who’s been meaning to donate but got distracted by, well, life.

Stewardship
This is not the time to ghost your donors. It is the time to strengthen relationships and make thoughtful asks. Trust and transparency are your secret weapons.

Sustainability
Whether it is growing your team, activating your board, or outsourcing what is burning you out, now is the time to get smarter about how your organization runs.

Step 2: Begin with the End in Mind

Ask yourself this: Ninety days from now, where do you want your nonprofit to be?

Do not say “in a better place.” Get specific. Do you want to welcome new donors with a killer email series? Do you want a reliable content plan that doesn’t involve late-night panic? Do you want to stop duct-taping your operations together and actually get some support?

Start from that vision. Then walk it back.

If your goal is a donor welcome series, that means writing the emails, setting up the tech, and testing it. If your goal is a smooth event rollout, you need deadlines, roles, and clear deliverables.

It is not about dreaming. It is about reverse engineering.

Step 3: Break It Into Bite-Sized Pieces

Big goals sound impressive. “We’re going to increase donor acquisition this quarter!” But unless you break that down into actual to-do’s with dates and deliverables, it is just a well-dressed daydream.

Let’s walk through what this looks like in real life.

Say your 90-day goal is to bring in more first-time donors. Not just warm fuzzies and hand-raisers, but actual human beings who pull out their credit cards and say, “Yes. I believe in this work.”

Here is one way to break that down:

• Week 1 to 2: Define your first-time donor offer. What will you invite them to support? Be clear and specific. People do not give to general missions. They give to things that feel real. Then create a dedicated first-time donor page on your website. It should be simple, clean, and focused.
• Week 3 to 4: Build an email welcome series. Even if you do not have their gifts yet, treat your prospects like you expect them to become part of your inner circle. Show them your impact. Invite them behind the curtain. Let them feel like insiders.
• Week 5 to 6: Start your outreach campaign. Think small and mighty. A targeted social media push. A few well-placed emails. Maybe even a short, scrappy video of you or your clients saying why this work matters right now. Make it urgent. Make it matter.
• Week 7 to 8: Track everything. Who clicked. Who opened. Who gave. Who ignored you. Adjust based on what the data is telling you. Spoiler alert: the first draft of your campaign won’t be perfect. That’s not a failure. That’s feedback.
• Week 9 to 10: Follow up. Steward your new donors like they are gold. Because they are. A handwritten note. A surprise phone call. A story that connects them back to the mission. Do not let their first gift be their last.
• Week 11 to 12: Reflect. What worked? What needs to shift? How many new donors did you bring in? What are your next steps to turn them into second-time donors?

You want more first-time donors? That is how you get them. One thoughtful, intentional action at a time.

Step 4: Review and Recalibrate

At the end of each month, block off an hour. Just one. Review what worked. What did not. Where you need help. What can wait. What cannot.

The key here is not to judge. It is to learn and adjust. This is not about perfection. It is about persistence. You are building a habit of action and reflection.

Without this pause, your next review will be six months from now when you are knee-deep in another crisis wondering what happened to all your brilliant ideas.

Final Thoughts: Get Moving, Not Stuck

The world is noisy. The news is scary. And the work never ends. But you, my friend, are a nonprofit leader. You do not have the luxury of sitting this one out.

So choose your focus. Envision the outcome. Break it down. Keep going. You already know how to do hard things. This is just your reminder to aim with intention and take one solid step at a time.

A 90-day development plan will not fix everything. But it can anchor you. And when you are anchored, you can lead. Even through the chaos.

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Late last week, I picked up the phone to a familiar voice, a nonprofit leader I’ve worked with for years. But this call didn’t start with the usual hello. It started with panic. Frustration. Defeat. And a glimmer of hope, all rolled into one shaky sentence.

Their organization is currently owed three-quarters of a million dollars under a government contract. The work has been done. The reports have been submitted. But the money? Completely stalled. And from what they’re hearing, it may never come. These are funds promised before the 2024 election, and now, they’re evaporating.

Sound familiar?

If your nonprofit is watching funding dry up, contracts hang in limbo, and political winds blow in directions you never anticipated, you’re not alone. The ground has shifted for many of us. And while there’s no magic fix, there are practical, proactive steps you can take right now.

Let’s talk about it.

Step One: Name the Reality

We are in a moment of funding uncertainty. Period. Federal and state budgets are being reevaluated. Priorities are shifting. And organizations that rely on government support, especially those doing work in justice, equity and community health, are feeling the squeeze.

Your first step? Get clear. Get honest. Don’t sugarcoat what’s happening. Because you can’t plan your way out of a storm until you admit there’s thunder.

Key Questions for Nonprofit Leaders

If you’re navigating this mess, take a breath and ask yourself:

• What is our mission and what values do we refuse to compromise?
• How will these cuts impact our programs and people?
• Is our board ready to engage more deeply and advocate on our behalf?
• Have we talked with our top donors to bring them into the conversation?
• Can we back up our concerns with both data and story?

Not every nonprofit will respond the same way. Some may rally their communities with bold advocacy. Others may quietly shift messaging to preserve services. There’s no one right answer — but there is a right-for-you answer.

Messaging in the Middle of the Storm

As a person, my gut says, “Grab the megaphone. Let’s fight.”
As a nonprofit leader? I know it’s not that simple.

If your organization provides critical services like housing, mental health support, or domestic violence intervention, your mission is to keep those doors open, even if it means softening your language publicly while staying true to your values behind the scenes.

This isn’t selling out. It’s strategy. It’s survival. And it’s ok.

8 Practical Steps to Stay Steady Right Now

Whether you are riding the wave or building a raft, these tried-and-true strategies can help you stay grounded:

1. Center your mission.
Make sure every single piece of communication points back to why you exist.

2. Tell better stories.
Funders want to see outcomes. But they also want to feel them. Use real voices from the communities you serve.

3. Strengthen your marketing.
Now is not the time to go quiet. Use your website, social media, email and earned media to stay visible.

4. Show up on social.
Go beyond posting. Engage. Thank donors. Comment back. Share behind-the-scenes content. Be real.

5. Nurture your donors.
This is your moment to over communicate with the folks who already believe in you. Keep them close.

6. Ramp up fundraising.
Do not freeze. Test new appeals. Talk to lapsed donors. Run a mini campaign. Take action. Develop a nonprofit fundraising plan.

7. Diversify income.
Think corporate sponsors. Think monthly giving. Think earned revenue if it fits your model.

8. Keep your people aligned.
Make sure staff and board understand what’s happening and are rowing in the same direction. Have them undergo nonprofit board training if you must.

Take the Long View, Too

Once the immediate scramble is addressed, start looking ahead. This is not the last storm. So prepare now.

Create a crisis communications plan.
Know what you’ll say if another contract pauses or a funder pulls out.

Fix your online presence.
Make donating easy. Make your impact obvious. Make sure people know how to help.

Update your nonprofit directory profiles.
No more stale data on Candid or Charity Navigator. These platforms matter more than you think.

Get professional PR and messaging support.
When the world is loud, your message has to be smart, strong and clear. Invest in support if you can.

Re-evaluate your marketing budget.
Yes, even now. Visibility builds trust. Trust attracts support.

We’re All Feeling This

And it’s not just professional. It’s deeply personal.

For so many of us, our work is tied to our identity. So when funding is yanked, or priorities shift in ways that threaten the very heart of what we do, it hurts. It shakes us. It can feel like an attack on everything we’ve built , and everything we believe in.

So here’s your permission slip: feel it.
And then, rally. Not just for your organization. But for each other.

Pick up the phone when another nonprofit leader calls. Share what’s working. Offer your playbook. Be the kind of support you wish someone had been for you last week.

We’ll weather this storm like we always do...with purpose, persistence, and a little bit of nonprofit magic.

Need help building a response strategy or reshaping your messaging?
Success For Nonprofits is here. We’ve got tools, trainings, nonprofit development plans, and real talk to help you move forward. Reach out if you need us.

Let’s keep doing the work that matters. Together.

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Let’s just call it like it is: nonprofit boards can be glorious, maddening, mission-saving, or mission-sinking sometimes all in the same quarter.

You’ve got the micromanager who rewrites staff reports at midnight.
The ghoster who hasn’t shown up since the “Welcome!” email.
And the well-meaning cheerleader who claps for everything… but never lifts a finger.

Sound familiar?

If your board is more “chaotic neutral” than “governance dream team,” you’re not alone, and you’re not stuck. Dysfunction doesn’t mean defeat. It means it’s time for a reset.

Here’s how.

Step 1: Define the Actual Job

Be honest: have you really told your board what you expect from them?

If you’re hoping they’ll fundraise, attend every event, read the financials, and serve as a strategic brain trust—have you said that out loud? In writing?

Start with a clear, no-fluff board member job description. Include expectations like:

• Attend X% of meetings
• Make a personal financial contribution (whatever “meaningful” means to your org)
• Participate on at least one committee
• Support fundraising in specific, bite-sized ways (calls, intros, thank-you notes)
• Act as an ambassador in the community

No more vague “support the mission” language. Be specific. Then share it with every current board member. Yes, even that one.

Step 2: Assess the Current Reality (Gently)

Now that the job is clear… how’s everyone doing?

Use a nonprofit board self-assessment tool to let folks reflect on their engagement anonymously. Ask things like:

• Do you feel clear on your role and responsibilities?
• Are board meetings productive?
• Do you feel your skills are being used?
• Are you comfortable speaking up?

You may be shocked by how many people are frustrated, but don’t know how to say it. Or think you should just be grateful they’re there.

Spoiler alert: you don’t have time to manage egos. You’re here to serve a mission.

Step 3: Reset the Culture, Not Just the People

This is the big one. Dysfunction isn’t just about individuals, it’s about culture. And culture is what you allow to happen.

So, start fresh:

• Name the reset: “We’re entering a new season as a board. Let’s revisit what we need from each other to thrive.”
• Make meetings matter: Set intentional agendas, assign timekeepers, and keep reports brief. Use the bulk of your time for real conversation and decisions.
• Celebrate progress: Did someone follow through on donor calls? Showed up to an event? Name it. Normalize engagement.
• Enforce boundaries: Micromanaging staff? Politely redirect to the Executive Director. Missing three meetings in a row? Have the “Are you still interested?” conversation.

Step 4: Don’t Be Afraid of the Exit Door

Here’s a secret: your nonprofit deserves an engaged, aligned board. And not everyone fits that bill.

You are allowed to rotate people off. You are allowed to enforce term limits. You are allowed to ask the “sleeping” board members to step down gracefully so you can bring in new energy.

Say it with me: You are not stuck with your current board forever.

Final Thought: Dysfunction Is a Symptom, Not a Diagnosis

You don’t need to burn the whole board down and start over (though hey, sometimes…).
You just need clarity, communication, and a little courage.

So if your nonprofit board is feeling more Real Housewives than Harvard Business Review, take a breath.

Reset. Reengage. And remember, leadership isn’t always smooth. But with the right tools and a clear path forward, you can absolutely steer the ship.

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How to Speak Up for Your Mission Without Losing Your 501(c)(3) Status

There’s a common fear floating around nonprofit land:
“If we speak up, we’ll lose our 501(c)(3) status.”

Let’s squash that myth right now.

You can advocate for your community. What you can’t do is get into partisan mudslinging or endorse candidates. But taking a public stance on legislation, policies, or injustices that directly affect the people you serve? That’s not just allowed—it’s essential.

And yes, that includes talking about these issues on your website, in your emails, and all over social media.

Nonpartisan Doesn’t Mean Powerless

‍There’s a difference between being nonpartisan and being nonpolitical. You’re not a campaign arm, and you’re not funneling money into Super PACs—but you are absolutely allowed to:

• Educate the public on issues tied to your mission
• Push for legislation
• Meet with policymakers
• Rally your community around critical causes

Not only is that legal—it’s necessary. When you stay silent on the issues impacting your people, you leave power on the table—and your clients behind.

You Already Have the Tools to Advocate

‍You don’t need a lobbyist on speed dial to make a difference. You just need to use the platforms you already have.

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Social Media Posts
Your nonprofit can (and should) use Instagram, Facebook, X, or even TikTok to speak out on legislation or local issues. Just avoid endorsements or party politics.

Stick to messages like:

• “Here’s how [Policy X] would impact [your community].”
• “Our staff sees the impact of [Issue Y] every day. Here’s what you should know.”
• “We urge our supporters to contact their representative and support [Bill Name].”

Email Blasts
Your email list is one of your most powerful advocacy tools. Send educational messages that encourage your audience to get involved.

Example:
Subject: Big Cuts Are Coming to Mental Health Services—Here’s What You Can Do
Body: “Your voice matters. A new bill threatens to reduce access to care for 30,000 people across our region. We’re urging lawmakers to reject it. Here’s how to contact your representative…”

Don’t forget storytelling. Data might inform, but stories are what move people—and policies.

How to Stay on the Right Side of the IRS

‍Here’s your quick cheat sheet:

Don’t do this:

• “Vote for Senator Garcia!”
• “Councilmember Brown is the worst.”
• “Let’s raise money for [Candidate Name]’s campaign.”

Do this instead:

• “We oppose Senate Bill 123 because it will reduce housing options for seniors.”
• “City Council is voting Tuesday. Here’s what’s at stake.”
• “Want to help protect access to food programs? Here’s how to act.”

The key is to keep your focus on the issues, not the people behind them.

Yes, You Can Lobby—Within Limits

‍Lobbying is perfectly legal for 501(c)(3)s. You just have to play by the rules.

• Consider filing the 501(h) election. It provides clearer guidelines and safe limits for how much you can spend on lobbying.
• Without the 501(h), the IRS uses the vague “insubstantial” test (most experts say to keep it under 5% of your total budget).
• Keep good records of time and money spent on lobbying efforts.

What counts as lobbying?

• Direct lobbying: Contacting lawmakers to support or oppose specific legislation.
• Grassroots lobbying: Encouraging the public to contact their lawmakers about specific legislation.

Both are allowed. Just track it.

Examples of Advocacy Done Right

• A youth homelessness nonprofit posts about a housing bill and how it affects LGBTQ+ youth.
• A food bank emails supporters urging them to contact their senator about cuts to SNAP benefits.
• A mental health organization joins a statewide coalition for expanded services and shares updates on Facebook.

None of these messages endorse a candidate. All of them stand up for the mission. That’s what nonprofit advocacy looks like.

Silence Isn’t Safe—It’s a Missed Opportunity

‍You weren’t founded to play it safe. You were founded to make things better.

When policies threaten your clients, silence isn’t protection—it’s permission. Your community wants to hear from you. Your supporters want to take action. And your staff wants to know they’re not alone in this work.

Use your voice. Use your platform. And most importantly—use your influence.

Take the Mic

‍You have the legal right—and the moral responsibility—to speak up for your mission. Whether it’s a powerful Instagram caption, a three-paragraph email, or a conversation with a local leader, your advocacy matters.

Don’t sit this one out. Just get smart about how you speak up.

And if you’re still unsure where the lines are? Get clarity. Not silence.

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Hiring an Executive Director is one of the most important decisions your nonprofit board will ever make. No pressure, right?

The right ED will steer your organization toward long-term impact, stronger programs, better fundraising, and a team that actually likes coming to work. But before they can do any of that, you have to get them in the door—and that starts with a solid job description.

If your current job post is just a list of buzzwords and vague responsibilities, it’s time for an upgrade. This sample Executive Director job description is written with clarity, structure, and real-life nonprofit expectations in mind. Use it as-is, or tweak it to fit your organization’s size, mission, and culture.

Executive Director Job Description Sample

Position Title: Executive Director
Location: [City, State]
Reports to: Board of Directors
Employment Type: Full-time, Exempt

About the Organization

[Insert your nonprofit’s name] is a mission-driven organization focused on [insert your mission in plain, inspiring language]. We serve [target population or community] through programs such as [list key services or initiatives], and we’re proud to be known for our commitment to [insert distinguishing characteristic: innovation, grassroots leadership, equity, etc.].

Our values—[insert 3–4, e.g., accountability, transparency, equity, boldness]—aren’t just words on a wall. They guide our decisions, how we work together, and how we show up for our community.

We are in a period of [growth/consolidation/strategic planning/etc.] and are seeking a visionary Executive Director who is equally passionate about people and process—someone who can lead with purpose, partner with the Board, and build on a strong foundation to take us to the next level.

Position Summary

The Executive Director (ED) will serve as the chief executive and face of the organization, providing strategic leadership, operational oversight, and external representation. They will work collaboratively with the Board of Directors to set priorities, manage resources, and ensure mission alignment in all aspects of the organization’s work.

This position requires a leader who is equally comfortable managing a budget as they are mentoring a staff member, or speaking at a public forum. The ED will cultivate a values-driven workplace, build and maintain relationships with key stakeholders, and ensure the organization remains financially healthy and programmatically effective.

Key Responsibilities

Strategic Leadership & Governance

• Lead the organization in pursuit of its mission and strategic goals, ensuring alignment between daily operations and long-term vision.
• Partner with the Board of Directors to review and refresh strategic plans, policies, and organizational benchmarks.
• Support board development and engagement by preparing clear reports, advising on governance best practices, and helping recruit new board members with diverse perspectives.

Organizational Management

• Oversee all day-to-day operations of the organization, ensuring efficient processes, team alignment, and consistent execution across departments or functions.
• Maintain clear systems for internal communication, decision-making, and project accountability.
• Implement and monitor internal policies and procedures that reflect nonprofit compliance and support a healthy, inclusive workplace culture.

Team Leadership & Staff Development

• Supervise and mentor staff members; provide regular performance feedback and opportunities for growth.
• Promote professional development and a culture of mutual support, learning, and collaboration.
• Ensure the organization’s compensation, benefits, and HR policies reflect sector standards and support employee retention.

Fundraising & Development

• Develop and execute a multi-pronged fundraising strategy, including individual giving, major gifts, corporate sponsorships, grant writing, and events.
• Build and sustain relationships with donors, funders, and institutional partners through thoughtful stewardship and regular engagement.
• Collaborate with the Board and staff to create a culture of philanthropy and maximize fundraising potential across the organization.

Financial Oversight

• Lead financial planning and management, including development of the annual budget in collaboration with relevant staff and the Board’s finance committee.
• Monitor and analyze financial performance, ensuring timely reporting, fiscal responsibility, and compliance with all legal requirements.
• Ensure that financial controls and procedures are in place and aligned with best practices.

Program Oversight & Evaluation

• Oversee design, delivery, and evaluation of all programs and services, ensuring alignment with community needs and strategic goals.
• Use data and community feedback to continuously improve the quality and impact of the organization’s work.
• Stay informed of developments and trends in the field to ensure that the organization remains innovative and responsive.

Communications, Marketing & Advocacy

• Serve as the public face of the organization and lead external communications.
• Develop a consistent voice across all marketing channels—social media, newsletters, website, annual reports, etc.
• Represent the organization in public forums, coalitions, and media opportunities to advocate for the mission and elevate visibility.

Qualifications

Minimum Requirements:

• Bachelor’s degree in a related field; advanced degree preferred.
• At least [insert #] years of senior-level nonprofit management experience.
• Demonstrated success in staff leadership, fundraising, and financial management.
• Strong written and verbal communication skills; capable of engaging a wide range of audiences.
• Experience working with or on a nonprofit Board of Directors.

Preferred Attributes:

• Authentic passion for the mission and an understanding of the organization’s target community.
• Comfort with ambiguity, change management, and organizational growth.
• Familiarity with nonprofit finance systems, donor databases, and program evaluation tools.
• Ability to navigate interpersonal dynamics with empathy, accountability, and integrity.

Compensation & Benefits

[Insert salary range or “competitive salary commensurate with experience”]
Benefits include [healthcare, retirement, PTO, hybrid work schedule, etc.]. We are committed to offering a compensation package that reflects our values and supports the well-being of our team.

How to Apply

Please submit a resume and thoughtful cover letter explaining your interest and fit for the role to [insert email or link]. Include “Executive Director Application – [Your Name]” in the subject line. Applications will be reviewed on a rolling basis until the position is filled.

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Let’s talk about your nonprofit’s board development strategy. You don’t just need warm bodies in seats. You need champions. Ambassadors. People who will roll up their sleeves, open doors, and bring their A-game to the mission.

And that starts with a rock-solid board application.

Now, I know what you’re thinking—“Ugh, paperwork.” But this isn’t about bureaucracy. It’s about setting the stage for real, meaningful engagement. A thoughtful application isn’t just a filter for weeding out “not-quite-the-right-fit” folks; it’s your first shot at showing potential board members that you mean business. It clarifies expectations, outlines responsibilities, and makes it crystal clear what kind of commitment they’re signing up for.

Bottom line? A great board doesn’t happen by accident. It starts with intention. So let’s get serious about finding the right people—because when you do, your nonprofit gets the leadership it truly deserves.

Why Use a Board Member Application?

You might wonder, “Do we really need a formal application process?” Absolutely.

A well-designed application template:

• Helps you identify candidates with the right skills and commitment.
• Clarifies expectations upfront, reducing misunderstandings later.
• Sets the tone for a professional and engaged relationship.

It’s your first step toward building a board that’s ready to make a difference.

What to Include in Your Board Member Application (A Brief Nonprofit Board Template)

1. Introduction & Overview

Begin with a warm welcome and an overview of your nonprofit. This sets the stage and gives applicants a sense of your mission and the role they’d play as a board member.

Example:

“Thank you for your interest in joining the board of [Your Nonprofit Name]. Our mission is to [insert mission here], and our board is an essential part of achieving that goal. We’re looking for passionate, skilled individuals ready to contribute their time, expertise, and energy to our cause.”

2. Contact Information

Keep it simple:

• Full name
• Preferred pronouns
• Phone number
• Email address
• Mailing address

3. Professional Background

Ask for key details that highlight their experience:

• Current role and employer
• Areas of expertise (e.g., finance, legal, fundraising, marketing)
• Relevant certifications or professional memberships

4. Connection to Your Mission

Understanding why they’re interested in your organization helps ensure alignment. Include open-ended questions like:

• What inspires you about our mission?
• How do you see yourself contributing to our work?
• Have you been involved with our organization before?

5. Board Member Expectations

Be upfront about what you’re looking for. Share the responsibilities and commitments of board members, such as:

• Number of meetings per year
• Fundraising involvement
• Committee participation
• Estimated time commitment

Then, ask questions to gauge their readiness:

• Are you available for the required meetings?
• Are you comfortable with fundraising?
• Do you have any potential conflicts that could limit your participation?

6. Skills & Expertise Checklist

Provide a checklist of skills you’re seeking. For example:

• Financial management
• Fundraising
• Strategic planning
• Event planning
• Community outreach

This helps you balance your board’s collective strengths.

7. References

Request 2-3 references who can vouch for their qualifications, leadership abilities, or previous board experience.

8. Statement of Commitment

End with a section where candidates acknowledge their understanding of the role and their commitment to fulfilling it.

Example:

“By signing below, I confirm my understanding of the responsibilities of serving on the board of [Your Nonprofit Name] and my commitment to contributing to the success of this organization.”

Tips for a Successful Process

• Keep It Clear: Avoid unnecessary complexity. Make the application easy to understand and complete.
• Use Technology: Consider online tools like Google Forms or JotForm to streamline the process.
• Follow Up: Acknowledge receipt of applications and provide a timeline for next steps.

Conclusion

A strong board member application template is more than just a form—it’s your chance to set the stage for meaningful collaboration. By asking the right questions and clearly outlining expectations, you’ll attract candidates who are aligned with your mission and ready to make an impact.

Need more tools and tips for building your dream board? Check out our Etsy Shop for exclusive resources and expert guidance from a nonprofit professional who gets it.

Visit us today!

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Your mission deserves a board that’s ready to rise to the challenge—start building it today!

Running a nonprofit isn’t for the faint of heart. It’s like captaining a ship in choppy waters, trying to steer toward your mission while keeping the crew (staff, board members, volunteers) motivated and not seasick. And let’s not forget juggling all the hats—visionary, strategist, fundraiser, and sometimes even cheerleader-in-chief. But here’s the secret sauce: even when the seas are rough, a great leader doesn’t just hold the wheel. They inspire, strategize, and even make a little magic happen. So, how do you become the kind of leader your nonprofit needs? Grab your life jacket, and let’s dive into the top tips for leading with heart, smarts, and a healthy dose of humor.

1. Know Your Why: Staying Mission-Driven as a Nonprofit Leader

Your nonprofit’s mission is the North Star, the lighthouse guiding you home. But leading a nonprofit is like navigating fog—there are days when the goal is clear, and others when you can barely see the horizon. When you’re deep in the weeds of grant reports, staff turnover, and the latest funding crisis, it’s easy to lose sight of the big picture.

Pro tip: Regularly remind your team why you all signed up for this wild ride. Host mission moments at staff meetings, celebrate wins (big and small), and keep those client success stories front and center. When everyone is connected to the “why,” the work feels a lot less like a grind and more like a purpose-driven adventure.

2. How to Build a Strong Nonprofit Board That Supports You

Ah, the board of directors—a blessing and a curse all rolled into one. A strong board is your secret weapon; a disengaged one is dead weight. You need a board that’s not just filling seats but actively rowing the boat with you.

Action step: Set clear expectations right from the start. Board members should know their roles aren’t just honorary; they’re hands-on. Ask them to help open doors, make introductions, and yes, fundraise. Don’t be afraid to have the tough conversations when they’re not meeting expectations.

3. Leading a Nonprofit with Empathy: Why It Matters

The best nonprofit leaders aren’t just smart—they’re empathetic. Your team looks to you in moments of crisis, and they need to see a leader who cares about them as people, not just as cogs in the organizational machine. That means being approachable, listening (really listening), and showing vulnerability. Yes, vulnerability. It’s okay to admit when you don’t have all the answers (because who does?).

Quick tip: Start your meetings by checking in with your team. Ask how they’re doing—not just as employees but as humans. Your staff is juggling a lot, and showing that you care goes a long way. Empathy is the glue that keeps the team together, especially when things get rocky.

4. How to Innovate as a Nonprofit Leader and Drive Change

Running a nonprofit is like being in a constant state of adaptation. There’s always a new challenge, a new hurdle, and a new opportunity to make an impact. But here’s the thing: great leaders don’t just react; they innovate. They see opportunities where others see roadblocks.

Try this: Schedule time for big-picture thinking. It’s easy to get sucked into the day-to-day, but blocking out time to brainstorm new ideas, explore partnerships, or reimagine a program can open doors you didn’t even know existed. Encourage your team to bring their craziest ideas to the table—you never know what might turn into the next big thing.

5. Fundraising Leadership: How Nonprofit Leaders Can Get Everyone Involved

Let’s face it: fundraising is the heart and soul of your nonprofit. Without it, the ship doesn’t sail. But here’s the kicker—fundraising isn’t just the job of the development team; it’s everyone’s responsibility, including yours. And it’s your job to make it less about begging and more about inviting people to join a movement.

Leadership hack: Be the chief storyteller. No one should be able to talk about your nonprofit’s impact better than you. Use your platform to share stories, rally support, and make the case for why your cause matters. And don’t forget to coach your board and staff to do the same—when everyone becomes an ambassador, the fundraising magic happens.

6. Celebrating Wins and Learning from Losses in Nonprofit Leadership

In the nonprofit world, wins are often hard-fought and hard-won, so when you get one, celebrate like you just found buried treasure. But equally important are the losses—the grant that didn’t come through, the program that didn’t hit the mark. Great leaders own the failures, learn from them, and use them as fuel for the next challenge.

Real talk: Create a culture of learning, not blame. When something doesn’t go as planned, debrief with your team, identify what went wrong, and make a plan to improve. Every loss is just another chapter in your success story.

Final Thoughts: Nonprofit Leadership Tips for Navigating Challenges

Leading a nonprofit is one of the toughest jobs out there, but it’s also one of the most rewarding. You’re the captain of a ship that’s making real change in the world, and that’s no small feat. Stay true to your mission, lead with heart, and never be afraid to chart a new course. Because at the end of the day, the best leaders don’t just steer the ship—they make everyone onboard feel like they’re part of something bigger than themselves.

And that, my friend, is how you navigate the stormy seas of nonprofit leadership.

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Running a nonprofit can often feel like juggling on a unicycle—there’s never a dull moment, but there’s always something precarious about to tip. One of the most essential yet overlooked elements of this balancing act is your board of directors. These individuals aren’t just names on a roster; they’re the backbone of your organization. But how do you make sure they’re fully engaged, aligned with your mission, and ready to step up when needed? That’s where board surveys come in.

Why Survey Your Board?

Board surveys aren’t just another box to check off your to-do list—they’re a powerful tool to assess how your board is functioning and how you can make it better. A well-crafted survey provides valuable insights into board members’ perceptions, identifies areas for improvement, and helps set a path toward becoming a high-performing board. Think of it as a diagnostic tool for the health of your board. When done right, surveys can reveal where the wheels are coming off before the whole thing crashes.

What Should Your Board Survey Ask?

When you’re crafting your nonprofit board survey, it’s tempting to stick to the basics: “Do you attend meetings regularly?” or “Are you satisfied with your role on the board?” But let’s be honest—these questions won’t spark the kind of feedback that leads to meaningful change. We need to dig deeper. Below are some categories and specific questions that will help you get to the heart of what’s really going on in that boardroom.

1. Board Engagement and Participation
   • How often do you feel fully prepared for board meetings?
   • Do you feel your voice is heard during discussions?
   • What barriers prevent you from being more engaged with the organization?
2. Board Roles and Responsibilities
   • Are the roles and responsibilities of board members clear and well-defined?
   • Do you feel that your skills and expertise are being utilized effectively?
   • How comfortable are you with your understanding of the organization’s mission, vision, and strategic plan?
3. Board-Executive Director Relationship
   • How would you describe the relationship between the board and the executive director?
   • Do you feel that the executive director provides the board with the information needed to make informed decisions?
   • What suggestions do you have for improving communication between the board and executive director?
4. Fundraising and Financial Stewardship
   • How comfortable are you with your role in fundraising?
   • Do you feel adequately trained to participate in financial oversight?
   • How confident are you in the organization’s financial health?
5. Board Meetings
   • Are board meetings structured in a way that maximizes your time and input?
   • Do you feel that meetings are focused and productive?
   • What would you change about the way board meetings are conducted?
6. Board Dynamics and Culture
   • How would you describe the culture of the board? (Inclusive? Collaborative? Competitive?)
   • Are there any conflicts or tensions among board members that need addressing?
   • Do you feel a sense of camaraderie and shared purpose with other board members?
7. Personal Experience and Satisfaction
   • Are you satisfied with your overall experience as a board member?
   • What’s one thing that would make your board service more fulfilling?
   • Would you recommend serving on this board to others?

How to Use the Survey Results

You’ve sent out the survey, and now you’re staring at a pile of data. The key is not just to collect the feedback but to act on it. Start by sharing the results with the board, discussing key takeaways, and setting clear, actionable steps to address any issues that arise. Remember, transparency is your friend here. Your board members will appreciate knowing that their feedback isn’t just vanishing into the ether.

Final Thoughts: Make It Routine

One survey isn’t going to magically fix all your board issues. Make surveys a regular part of your board’s annual routine. Use them to track progress, celebrate successes, and course-correct when needed. Remember, the goal is not perfection; it’s continuous improvement. Your board deserves that, and so does your mission.

So, let’s get those survey questions out there, listen closely to what your board is telling you, and work together to build a board that’s not just functional but fabulous. Because a great board doesn’t just happen—it’s cultivated, nurtured, and, yes, sometimes nudged along with the right questions.

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