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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Grant Writing Made Easier: What Funders Actually Want to Know

Grant writing can feel like a secret language.

Every funder has a different:

• Application
• Portal
• Character limit
• Deadline
• Way of asking the same question seventeen times

Fun, right?

But here is the good news: most grant proposals are built from the same basic ingredients.

Funders may ask for the information in different ways, but they are almost always looking for the same things.

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Before we jump too far in...Want to make your next grant proposal less painful?

Download the free Grant Proposal Readiness Checklist and gather the pieces before you start writing.

What Funders Want to Know

Funders want clear answers to these questions:

• Who are you?
• What are you doing?
• Why does it matter?
• How will you do it?
• What will change?
• How will you spend the money?
• Can they trust you to follow through?

That’s it.

A strong grant proposal is not about sounding fancy. It is about making a clear, compelling case that your organization understands the problem, has a real plan, and can deliver results.

Let’s break down the pieces you need.

1. Organization Overview: Tell Them Who You Are

Every proposal needs a clear introduction to your organization.

This is not the place to copy and paste your entire history from 1987 to now. Please don’t. Grant reviewers are tired and caffeinated. Help them.

Your organization overview should answer:

• Who are you?
• When and why were you founded?
• What is your mission?
• Who do you serve?
• What programs or services do you provide?
• What makes your organization credible and trusted?

This section helps the funder understand whether your organization is capable of managing the grant and doing the work.

And yes, you can be honest.

If your organization has gone through a leadership transition, a major challenge, or a period of rebuilding, you do not need to pretend everything has been perfect. Funders do not expect perfection. They expect honesty, stability, and a plan.

A strong organization overview says:

We know who we are. We know who we serve. We know what we’re doing.

That is the energy we want.

2. Project Description: Tell Them What You Want to Do

This is where you explain the program, project, or work you want the funder to support.

Be specific.

Please do not write:

“We will empower youth through meaningful engagement opportunities.”

Nope. Try again.

Say what you are actually going to do.

For example:

“We will provide an eight-week after-school leadership program for 40 middle school students in Palm Desert. Students will participate in weekly workshops focused on communication, goal setting, conflict resolution, and career exploration.”

See the difference?

Your project description should include:

• What the project is
• Who will participate
• Where it will happen
• When it will happen
• What activities are included
• Who will manage the work
• How the grant funds will be used

This is also where many nonprofits forget to say how much money they are requesting.

Do not make the funder go on a treasure hunt.

Tell them what you need and what the money will pay for.

3. Need Statement: Explain Why This Matters

Your need statement answers the big question:

Why should anyone care?

This section explains the problem, gap, or opportunity your project is addressing.

A good need statement includes facts, but it should not read like a data dump. You want enough research to show that the need is real, but enough humanity to remind the reviewer that real people are affected.

Use a mix of:

• Local data
• Community feedback
• Program waitlists
• Survey results
• Stories or examples
• Research from credible sources

The strongest need statements connect three things:

• The problem
• The people impacted
• Why your organization is positioned to respond

And here is a little grant writing truth bomb: the need statement should connect to the funder’s priorities.

Not in a fake way. Not in a “we twisted ourselves into a pretzel to fit this grant” way.

But if the funder cares about youth mental health, financial stability, housing, workforce development, seniors, arts access, or community health, make the connection clear.

Do not assume the reviewer will connect the dots.

Connect them yourself.

4. Outcomes and Evaluation: Show What Will Change

Funders do not just want to know what you will do.

They want to know what will be different because you did it.

That is where outcomes matter.

Activities vs. Outcomes

Activities are what you do.

Outcomes are what changes.

Examples:

• Activity: We will host six financial literacy workshops.
  Outcome: Participants will increase their understanding of budgeting, credit, and savings.
• Activity: We will provide rent assistance to 25 families.
  Outcome: Families will avoid eviction and maintain stable housing.
• Activity: We will serve 100 seniors through an arts program.
  Outcome: Seniors will report reduced isolation and increased social connection.

Numbers matter, but numbers are not the whole story.

Yes, say how many people you will serve. But also explain what people will learn, gain, improve, access, or experience because of the program.

Then explain how you will measure it.

You might use:

• Surveys
• Attendance records
• Pre- and post-tests
• Interviews
• Case notes
• Client feedback
• Partner reports

A strong evaluation section tells the funder:

• We are not just doing activities.
• We are paying attention.
• We are learning.
• We are measuring what matters.

That is what funders want to see.

5. Budget: Make the Numbers Match the Story

Your budget is not just a spreadsheet.

It is your proposal in numbers.

If your narrative says you are running workshops, the budget should show workshop expenses.

If your narrative says staff will provide case management, the budget should include staff time.

If your narrative says participants will receive transportation, meals, supplies, or stipends, those costs should show up clearly.

Your budget should answer:

• How much does the project cost?
• How much are you requesting from this funder?
• What will their money pay for?
• Are there other funding sources?
• Is the budget realistic?

The biggest mistake nonprofits make is treating the budget like an afterthought.

Do not do that.

A confusing budget makes reviewers nervous. A clear budget builds trust.

And please, for the love of all things nonprofit, make sure the numbers add up.

6. Future Funding: Explain What Happens Next

Many funders want to know what happens after their grant ends.

This is especially true if you are asking them to support a new program.

They may ask:

• Will this project continue?
• How will you fund it in the future?
• Do you have other funders?
• Are you building partnerships?
• Will participants, donors, government contracts, earned income, or other grants support the work?

This does not mean you need to have every dollar secured forever.

But you do need to show that you have thought beyond the grant period.

A good sustainability answer might include:

• Other grants you are pursuing
• Individual donor support
• Corporate sponsorships
• Government funding
• Program income
• Partnerships
• A phased growth plan
• Board fundraising efforts

Do not write, “We will continue to seek funding.”

That is not a plan. That is a sentence wearing a tiny grant-writing hat.

Give them something real.

7. Summary or Abstract: Write This Last

The summary is usually at the beginning of the proposal, but you should write it last.

Why?

Because once the full proposal is written, you will have a much clearer sense of the strongest points.

Your summary should briefly explain:

• Who your organization is
• What you are requesting
• What project the grant will support
• Who will benefit
• Why the need matters
• What impact the project will have

Think of it as the front door to your proposal.

It should be:

• Clear
• Compelling
• Easy to understand
• Free of jargon
• Strong without being dramatic

Not stuffed with buzzwords. Not trying too hard.

Just strong.

8. Attachments: Do Not Let the Boring Stuff Sink You

Attachments matter.

A funder may ask for:

• Board list
• IRS determination letter
• Organization budget
• Project budget
• Financial statements
• Audit or review
• Staff bios
• Letters of support
• Annual report
• Strategic plan
• Proof of insurance
• Program materials

Read the guidelines carefully.

Then read them again.

Then have someone else read them.

Missing attachments can hurt an otherwise strong proposal. Sometimes they can make your application ineligible.

That is a painful way to lose money.

Do not be that nonprofit.

Final Thought: A Good Grant Proposal Tells a Clear Story

A strong grant proposal does not need to be complicated.

It needs to be clear.

It should tell the funder:

• Here is the need.
• Here is who we are.
• Here is what we will do.
• Here is what it will cost.
• Here is what will change.
• Here is how we will know it worked.
• Here is why you can trust us.

That is the story.

And when you prepare these pieces ahead of time, grant writing gets a whole lot easier. You stop starting from scratch every time. You build a strong foundation, then adapt it to each funder.

That is how you move from panic-writing at midnight to submitting proposals that are clear, competitive, and fundable.

Still stressful? Sometimes.

But much less chaotic.

And we love less chaotic.

Free Resource

Want to make your next grant proposal less painful?

Download the free Grant Proposal Readiness Checklist and gather the pieces before you start writing.

Frequently Asked Questions About Grant Writing for Nonprofits

What do funders actually look for in a grant proposal?

Funders want to know if your organization is credible, if the need is real, if your plan makes sense, and if their money will create meaningful impact. They are not looking for fancy language. They are looking for clarity, alignment, and confidence that you can do what you say you will do.

What are the main components of a grant proposal?

Most grant proposals include an organization overview, project description, need statement, goals and outcomes, evaluation plan, budget, future funding plan, summary or abstract, and required attachments. Funders may ask for these pieces in different ways, but the basic ingredients are usually the same.

What is a need statement in a grant proposal?

A need statement explains the problem, gap, or opportunity your project is addressing. It should include data, community context, and real examples that help the funder understand why the work matters. The best need statements connect the problem to the people affected and show why your organization is the right one to respond.

What is the difference between activities and outcomes in a grant proposal?

Activities are what your organization will do. Outcomes are what will change because you did it. For example, hosting six workshops is an activity. Participants increasing their knowledge or changing a behavior is an outcome. Funders want both, but outcomes are what show impact.

How do I write a grant budget that builds funder confidence?

Your budget should match your proposal. If you describe staff time, supplies, workshops, transportation, meals, evaluation, or outreach in the narrative, those costs should appear in the budget. A strong budget is clear, realistic, and easy to understand. A confusing budget makes reviewers nervous, and nervous reviewers do not usually write checks.

How long should a grant proposal be?

As long as the funder asks for, and not one word longer. Follow the application instructions carefully. If there is no stated limit, keep your answers clear, specific, and focused. More words do not automatically make a stronger proposal. Better answers do.

Should I use stories or data in a grant proposal?

Use both. Data shows the need is real. Stories show why the need matters. A proposal with only data can feel cold. A proposal with only stories can feel unsupported. The strongest proposals use credible numbers and human context.

What makes a grant proposal stand out?

A strong proposal is easy to understand. It clearly explains the need, the plan, the people served, the expected outcomes, and the budget. It also shows alignment with the funder’s priorities. The magic is not in sounding impressive. The magic is in making it easy for the funder to say yes.

What is the biggest mistake nonprofits make when writing grants?

One of the biggest mistakes is being too vague. Funders need specifics. Who will you serve? How many people? What will you do? What will it cost? What will change? How will you know it worked? If your proposal sounds like it could belong to any nonprofit, it needs more clarity.

What should I do before I start writing a grant proposal?

Before you start writing, gather your core information: mission, program description, need statement, outcomes, budget, evaluation plan, attachments, and any funder-specific requirements. Starting with the pieces in place will save time, reduce stress, and help you write a stronger proposal.

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