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July arrives quietly for a lot of nonprofit professionals. The spring grant season has wound down, summer schedules are fragmented, and the urgency that drives the first half of the year tends to dissipate. Mid-year is the right moment to assess where your grant development calendar stands and make deliberate decisions about the second half of the year before the window to do that closes.

If you've spent any time researching foundation funders, you've probably encountered the letter of inquiry (LOI). Some foundations require one before they'll accept a full proposal. Others use them as the primary application. A few treat them as optional. And many nonprofit professionals, especially those newer to grant development, aren't entirely sure what distinguishes a letter of inquiry from a short proposal, or why the distinction matters.

The Needs or Problem statement might be the most misunderstood section in a grant proposal. It's often the first substantive section a reviewer reads, which means it's doing a lot of work. And yet it's also one of the sections where organizations most consistently undermine themselves — making one persistent, fixable mistake: They write about what their organization needs instead of what the community needs. That distinction sounds small. It isn't.

Federal Grant Alert: on Friday, May 29, 2026, the Office of Management and Budget (OMB) released a set of proposed rule changes to several parts of Title 2 Code of Federal Regulations (CFR) concerning grants. Comments on the proposed changes are due on or before July 13, 2026, with a projected effective date of October 1, 2026.

If you've been in the nonprofit sector for more than a few years, you've probably heard someone mention a logic model. You may have built one, or been asked to include one in a grant application. But a lot of organizations treat logic models as a compliance checkbox — something to attach to the proposal because the funder asked for it, rather than something that actually improves the work.

Here's something that surprises a lot of people the first time they hear it: The summary of a grant proposal is usually the last section written, but it's the first thing a reviewer reads. And that sequence matters more than most people realize.

If you've ever had a proposal come back unfunded with feedback like "the program wasn't clearly defined" or "we couldn't assess the expected impact," there's a good chance the outcomes section is where things went sideways. It's one of the most important parts of any grant proposal, and also one of the most consistently misunderstood.

There's a real irony playing out in the nonprofit sector right now. Community trust in local organizations is higher than it's been in years. Funders are increasingly saying they want to reach smaller, community-rooted groups. And yet the grassroots nonprofits closest to the people who need services most are still getting a disproportionately small share of philanthropic dollars — in part because they're the least resourced to compete for them.

Most organizations that struggle with grant funding aren't struggling because their programs aren't good. They're struggling because they're applying to the wrong funders, or too few of them, or without enough information to make a genuine case for fit. Strategic funder research solves all three problems.

It's a question worth sitting with: when a funding opportunity comes across your desk, are you thinking about how well it fits the work you're already doing, or are you thinking about how to shape your work around it? The distinction matters more than it might seem.