Grantwriting

Problem: Nonprofit leaders often find it hard to write grant proposals because it’s tricky to tell a clear story that shows why funders should support their work.

Solution: They can win grants by researching what funders care about, writing simple, honest stories with real facts, and checking all the details with their team.

Grant writing is both an art and a science, especially for busy nonprofit executives juggling real-world programs. Crafting a world-class grant proposal means telling a compelling story and managing details behind the scenes. This guide provides clear, actionable steps – from understanding funders’ mindsets to editing your final draft – all in an accessible format for leaders new to grantwriting. Follow along to align your proposals with funders’ priorities, coordinate with your team, and ultimately turn great ideas into funded projects.

Understanding the Funder’s Perspective

Put yourself in the funder’s shoes. A grantmaker reading your proposal is asking: “Does this project align with our mission and will this organization deliver on its promises?” Understanding their perspective is the first step to a winning proposal. Here’s how to align with what funders care about:

Research and know your funder: Thoroughly research each prospective grantor’s mission, funding priorities, and past grants. Review their website, mission statement, and any published guidelines or annual reports. This will tell you the story they want to see continued. For example, look at the types of projects and communities they have supported before to gauge what they value. The goal is to show you “get” their vision.
Align your project with funder priorities: Tailor your proposal so it clearly connects your project to the funder’s mission and goals. Use their language and emphasize outcomes they care about. Explicitly state how your program advances something the funder also wants to advance. You will want to demonstrate a clear understanding of their mission in order to reflect how your proposal ties directly back to that mission. In short, frame your work as helping the funder achieve their objectives, not just yours.
Build genuine relationships: Whenever possible, establish a relationship with the funder before and during the proposal process. Many grantmakers appreciate when applicants reach out with thoughtful questions or to confirm they’re a good fit – provided you follow their communication preferences. Determine the appropriate way to connect (email, call, or meeting) based on their guidelines. If feasible, a face-to-face meeting or call with a program officer can help put your organization on their radar. Whenever possible, connecting in person is an opportunity to build relationships and show off your ideas. These interactions let you gauge their interest, get advice, and ultimately put a face to your proposal. Just remember to be professional and respectful of their time and protocols.

In practice: If a foundation’s mission is to improve children’s literacy, your grant proposal for an after-school reading program should explicitly cite how it boosts literacy rates and aligns with the foundation’s goals. You might even mention you noticed their support of a similar project in a neighboring city – demonstrating that you’ve done your homework. By understanding and speaking to the funder’s perspective, you establish trust and show that funding your project will further their agenda, not just your own.

Developing a Clear and Compelling Narrative

At its core, a grant proposal is a story about a problem and a solution. Nonprofit executives often have great program ideas – now you need to convey those ideas in a narrative that inspires action and confidence. A world-class proposal tells a persuasive story supported by solid data:

Start with a strong needs statement (define the problem): Clearly explain the issue your organization is addressing and why it matters. This is the foundation of your narrative. Use data, research, and on-the-ground evidence to highlight the urgency or magnitude of the problem. Be specific: who is affected, how are they affected, and what gap or need exists?
Present your solution and impact clearly: After establishing the need, introduce your program as the solution. Describe what you plan to do and how it will address the problem. Be sure to directly tie your program’s activities to the needs you described. Explain the goals of the project (what success looks like) and outline the key activities or services you will deliver. Show the expected outcomes and impact on the community. Make it abundantly clear why your approach is effective and how it aligns with what the funder wants to achieve. If the funder prioritizes innovation, emphasize any innovative aspects of your project; if they care about reach, highlight how many people you will serve.
Use storytelling to make it compelling: Data alone isn’t enough – you need to humanize the proposal. Weave in a narrative or example that puts a face on the issue. Perhaps start with a brief vignette about a person or community your program will help (while respecting privacy or using composite examples). Storytelling helps the funder emotionally connect with your proposal. A compelling story with interesting details will go much further to catch the attention of a reviewer... rather than just facts and figures. Balance emotion with evidence: too much heart and you risk seeming anecdotal, too much data and you risk being dry. The right mix will engage the reviewer’s empathy and logic. Remember, you’re not just proposing an activity – you’re painting a picture of positive change.

Ensure the narrative remains funder-centric. It’s not only about what your nonprofit will do, but why it matters in the larger context the funder cares about. If you gather any local data or success stories, choose those that align with the funder’s interests (for example, if they value community empowerment, your story might highlight how your program empowers parents to teach their kids reading, not just the kids’ test scores).

Structuring the Grant Proposal Effectively

A well-structured proposal makes it easy for funders to find the information they need and follow your story logically. Most winning grants follow a common structure with distinct sections. You don’t need to reinvent the format – just ensure each essential component is clear, concise, and well-crafted.

Executive Summary: This is a one-page (or shorter) summary that appears at the front of your proposal but is often best written last. Think of it as your proposal’s elevator pitch. It should briefly cover who you are, what problem you address, what you’re requesting funding for, and why it matters. Because some busy reviewers may only skim the executive summary initially, it needs to be compelling and comprehensive. It’s essentially your first impression, giving a high-level overview of the project’s purpose and significance. Whether a funder decides your project aligns with their mission might hinge on this section, so make it count. Tip: After you’ve written all other sections, distill each into one or two sentences for the summary.
Statement of Need: Also called the needs statement or problem statement, this section details the problem your project will solve (as discussed in the narrative guidance above). Present the facts and evidence that illustrate the scope and urgency of the need. Why is this issue critical, and why now? Use relevant statistics, research findings, and quotes or testimonials from experts or community members to support your case. The need should also resonate with the funder’s interests – if the funder focuses on education, frame the need in terms of educational outcomes, for example. Keep the focus on the beneficiaries and community, not on the needs of your organization. By the end of this section, the reader should be convinced that the problem is important and worth addressing (and that your nonprofit understands it deeply).
Project Description (Goals, Objectives & Methods): This is the core of your proposal where you explain what exactly you plan to do with the grant funding. It often includes several sub-parts:

Goals and Objectives: Lay out the broad goals of the project and the specific, measurable objectives that signal progress toward those goals. A goal is the overarching desired result (e.g., “Improve literacy rates among 3rd graders in our city”), and objectives are the concrete steps or targets (e.g., “Provide weekly tutoring to 200 students, resulting in a 15% increase in reading scores by year-end”). Funders appreciate when objectives follow the SMART criteria – Specific, Measurable, Achievable, Relevant, Time-bound – as this demonstrates a clear plan and realism.
Methods/Activities: Describe how you will achieve the stated objectives. Provide a detailed plan of activities, strategies, and timeline. For instance, explain that you will run 3 after-school reading sessions per week, train X number of volunteer tutors, implement a particular curriculum, or partner with local schools. This section should give the funder confidence that you have a well-thought-out implementation plan. It’s helpful to present a timeline or work plan here, possibly in a brief list or table, showing key milestones (e.g., “Month 1: recruit tutors; Months 2-3: begin student assessment and tutoring; Month 6: mid-point evaluation,” etc.). Also, mention why you chose this approach – is it based on a proven model or pilot program? Funders want to know not just what you will do, but why it’s likely to succeed.

Evaluation Plan: Funders will ask, “How will we know the project is successful?” In this section, detail how you will measure outcomes and assess the impact of the project. Identify the key performance indicators or metrics you will track (e.g., test score improvements, number of people served, survey results showing changes in behavior or knowledge). Explain the methods for data collection (surveys, pre/post tests, third-party evaluation, etc.) and who will do it. Also, clarify the timeline for evaluation (for example, monthly tracking of outputs and a final evaluation report at project’s end). Importantly, ensure the evaluation connects back to your goals – for each objective, there should be an indicator to show it was achieved. A concise table matching objectives with metrics and data sources can be effective here. By presenting a solid evaluation plan, you reassure funders that you take accountability seriously and will be able to demonstrate the grant’s impact.
Budget and Budget Justification: Show the money. This section outlines how much funding you need and exactly how you will spend it. Typically, you include a detailed budget table or spreadsheet and a narrative justification. In the budget table, list all relevant line items for the project with their costs (personnel salaries, benefits, travel, supplies, equipment, indirect costs, etc.). Make sure the budget is realistic and adds up correctly. In the budget justification (budget narrative), provide a brief explanation for each major line item – essentially telling the story behind the numbers. For example, if you request $50,000 for personnel, specify that it covers a part-time Program Coordinator to manage the tutoring sessions, based on an annual salary rate. If you list $5,000 for travel, explain it’s for staff travel to partner school sites over 12 months. The key is to ensure your budget aligns with your project narrative: the activities you described earlier should all have resources allocated here, and nothing in the budget should come as a surprise. Your budgeted activities must align with the story you tell in your narrative – reviewers will cross-check that, so double-check that every major component of your plan is funded, and conversely, every budget item is mentioned in the plan. Also, avoid padding the budget or including vague “miscellaneous” lines; funders can spot that and it undermines trust. Transparency and accuracy in your financials are part of world-class grantwriting.
Sustainability Plan: Many funders today want to know that their investment will have a life beyond the grant period. In this section, describe how you will sustain the program or its results after the grant funding ends. This might involve plans for future fundraising, building an earned income stream, integrating the program into your organization’s regular budget, or partnerships that will provide support. Essentially, answer the question: “What happens when the grant runs out?” For example, you might explain that you will seek government funding for ongoing operations, or that you’re training community volunteers who can continue the work with minimal cost. The sustainability section helps funders understand how far their financial support will go – they “want to know if you will remain after the grant money has run out.”. Even if a grant is for a one-time project, address how the benefits will be maintained (e.g. the infrastructure built will be used for years to come, or the knowledge gained will be retained in the community). Showing you have a long-term vision reassures funders that their grant will not be a short-lived effort.

Always follow any specific instructions the funder provides about proposal format. Some funders have their own templates or order of sections (for instance, some require an organizational background section or specific questions answered). But in general, covering the above components ensures you’ve touched all the bases. By structuring your proposal in a logical way, you make it easy for reviewers to follow your argument and find the information they care about. Use clear headings, and consider using bullet points or tables for clarity where appropriate (like in outlining objectives or budget details). A well-structured proposal not only looks professional, it reads smoothly – increasing your chances of success.

Project Management and Internal Communication

You will need to coordinate among various internal stakeholders – program managers, finance staff, data experts, etc. – to gather accurate information and ensure that what you promise in the proposal is feasible. World-class grantwriting is as much about project management and communication as it is about writing prowess. Here’s how to manage the process and your team effectively:

Involve program staff and other departments early: Don’t craft the proposal in a vacuum. The people who will ultimately implement the program (e.g., program directors, field staff, educators) should have input from the start. In fact, the best grant proposals are written with input from many, particularly program staff who work day in and day out on the programs you are trying to get funded. Set up a kickoff meeting or planning session as soon as you decide to pursue a grant. At this meeting, review the funder’s guidelines, discuss the project idea, and assign responsibilities. Make sure everyone understands the grant’s purpose and requirements and gather the necessary data or stories from those who have it. For example, your program team can help define realistic objectives and provide the on-the-ground context, your finance team can help build a sound budget, and your data person can pull statistics or past results needed for the needs statement. By engaging these stakeholders early, you not only improve the quality of information in the proposal, but you also build buy-in – so the team feels ownership of what’s being promised.
Set clear roles, deadlines, and expectations: Treat the proposal like a project with a timeline. As an executive or grant lead, identify who will do what by when. For instance, assign a point person to draft each section (needs statement, project description, etc.) or provide the inputs for it. One approach is to create a simple project plan or checklist for the proposal with tasks (gather participant data, draft narrative, review budget, obtain letters of support, proofread, etc.), responsible persons, and deadlines. Ensure that everyone knows the internal deadline for their contributions – and pad some time before the actual submission deadline for reviews and unexpected delays. Regular check-ins (brief meetings or emails) can help keep the process on track. If your organization frequently applies for grants, this kind of coordination might be handled by a grants manager; if not, it may fall to you as the exec to orchestrate. Stay organized – perhaps use a shared document or folder where everyone can drop in their pieces or reference materials. This avoids last-minute scrambles and missing pieces.
Break down silos – encourage cross-department collaboration: Often, different departments focus only on their piece (program does program, finance does finance). But a grant proposal spans across these areas, so you need a unified approach. Make it a practice that each relevant department reviews the entire proposal (at least the parts touching their role) before submission. For example, the program team should glance at the budget to ensure the activities they plan are adequately funded; the finance team should review the narrative to ensure any resource commitments align with financial reality. Each team should be included in the entire grant process – from proposal development through grant closeout. Together, the teams should coordinate timelines and deliverables before submitting a grant proposal. By having program, finance, and development staff at the same table during planning, you ensure the story you tell is both inspiring and realistic. This also prevents the unpleasant scenario of promising something in a grant that the program staff later finds unachievable or under-resourced. See Breaking Bottlenecks
Keep communication open during implementation (post-award): Project management doesn’t stop once the grant is submitted – if you win the grant, ongoing internal communication is crucial to keep narrative and reality aligned. Set up regular meetings (perhaps monthly or quarterly) with all involved teams to track progress on grant deliverables. In these meetings, review what has been accomplished vs. what was promised, and check the spending vs. budget. This way, everyone comes together to ascertain how well the program is running and whether you are meeting the grant commitments. If there are any issues (e.g., delays, lower participant turnout than expected, overspending in one category), the team can identify them early and strategize solutions – possibly even needing to inform or request adjustments from the funder (more on that in the next section). Internally, this ensures no surprises and that every department is synchronized.

By treating grantwriting as a team sport and communicating transparently with your colleagues, you not only create stronger proposals but also set your organization up to deliver what you promise. This internal alignment is the hallmark of world-class grantwriting – it closes the gap between a shiny proposal and successful execution.

Handling Narrative vs. Reality Conflicts

Even with the best planning, the story you write in a grant proposal can diverge from on-the-ground reality once the project is underway. Or maybe you described a specific methodology, but mid-project you find a different approach works better. Grant management requires honesty, flexibility, and proactive communication to reconcile narrative vs. reality conflicts.

Avoid overpromising at the proposal stage: The first line of defense is to prevent unrealistic commitments in your grant narrative. In the pressure to win funding, nonprofits might be tempted to overstate outcomes or gloss over challenges – resist that urge. Set ambitious but achievable targets in your proposal. Funders appreciate confidence, but they also can sense when numbers are inflated or claims don’t match your capacity. Avoid overpromising and ensure that the projected outcomes are achievable and aligned with the project’s objectives. In practice, this means base your objectives on evidence and your team’s actual experience. If last year you reached 50 families, proposing to reach 500 next year with the same resources will raise eyebrows. Be honest about challenges and limitations in the proposal (to a reasonable extent) – it shows you have thought things through. Remember, as one grant expert puts it, overstating your project’s potential or downplaying challenges can lead to rejection, or worse, a funded project that fails and damages your reputation. World-class proposals find the sweet spot between ambition and realism.
Communicate with funders when changes arise: Despite careful planning, reality can throw curveballs. Most funders understand this – economies change, staffing fluctuates, community needs evolve. The key is proactive and transparent communication. If you realize you might not meet a certain objective or a significant change in approach is needed, inform the funder sooner rather than later. It’s far better to request a modification or extension than to pretend everything is fine and surprise the funder in the final report. Many grant contracts even have formal processes for amendments. For example, if midway you see that you’ll serve 80 students instead of 100, you might contact the program officer, explain the situation (perhaps external factors at play), and propose a solution – maybe an outreach plan to try to boost enrollment, or a request to adjust the target. Funders generally prefer openness: identify problems in advance and determine if changes (e.g., an extension or budget reallocation) will be needed – which any donor would prefer in advance instead of after-the-fact. By looping the funder in and focusing on how you’ll still accomplish the grant’s purpose, you maintain trust. Make sure all such communications are documented and, when approved, reflected in writing.
Stay transparent and accountable in reporting: When it’s time to report on the grant, be forthright about both successes and shortfalls. If there were discrepancies between what you promised and what actually happened, address them directly in your report (or even before, if appropriate). Explain the reason, what you did to try to mitigate it, and what was learned. Importantly, highlight what was accomplished and the impact made, even if some metrics fell short. Honesty goes a long way. As a guiding principle, ethical grantwriting entails setting realistic goals, delivering promised outcomes, and being open about the challenges your project faces. Funders are more likely to forgive a project that didn’t fully meet its targets than to forgive one where the grantee was misleading or silent about problems. If you’ve built a good relationship (remember section 1), trust can actually grow when you handle hiccups with integrity – it shows you care about results as much as they do. Always follow the funder’s reporting requirements and schedule, providing regular updates if asked. Some organizations send informal updates or invite funders for site visits – these can help bridge any narrative-reality gap by letting funders see the real work up close.
Maintain perspective and adjust internally: Handling narrative vs. reality conflicts isn’t just about the funder – it’s also an internal learning process. When your team encounters a discrepancy, take note and analyze why. Use that insight for future grant planning. Maybe you’ll budget more conservatively or adjust project timelines next time. World-class grantwriting is iterative: each project’s realities can inform your next proposal’s promises. Encourage a culture where staff feel comfortable reporting issues early rather than feeling pressured to “make the numbers look good” at any cost. It’s better to course-correct than to deliver a subpar result because no one spoke up.

In summary, discrepancies between grant narratives and program realities can and do happen – what sets top-notch organizations apart is how they deal with them. By writing truthful proposals and fostering open communication (both internally and with funders), you can navigate these conflicts effectively. Funders ultimately want the same thing you do: a successful project and a positive impact. If you keep them informed and approach challenges collaboratively, you turn potential conflicts into opportunities for partnership with your funder.

Writing with Precision and Clarity

No matter how great your content is or how noble your mission, a grant proposal can falter if it’s poorly written. Many nonprofit executives are subject matter experts but may not be professional writers – and that’s okay. By focusing on clarity and precision, you can ensure your ideas shine through. Here are key tips for writing a proposal that is polished, professional, and easy to understand:

Use clear, jargon-free language: Grant reviewers often come from diverse backgrounds and might not be familiar with your nonprofit’s specific acronyms or technical terms. Write as if you’re explaining your project to an educated outsider. Make your points as directly as possible. Avoid jargon or excessively technical language. Remember, not all reviewers will be experts in your field. By simplifying language, you ensure that nothing is “lost in translation” and the proposal is accessible to everyone who reads it – including board members or community reviewers who might be involved on the funder’s side.
Be concise and focus on the essentials: Reviewers have many proposals to read. They appreciate succinct writing. Stick to the key points and avoid unnecessary filler. Keep sentences and paragraphs relatively short (as a guideline, aim for 3-5 sentences per paragraph). Use bullet points or numbered lists to break up text and highlight important information. Every sentence in a grant proposal should have a purpose: either it provides evidence, explains how something will be done, or reinforces why it matters. Before finalizing, edit out repetition and anything that doesn’t directly support your main message.
Be precise and factual: While you want to persuade, you must do so with facts and clear reasoning rather than hype. Avoid vague claims like “This program will transform our community” without backing them up. If you claim something is “innovative” or “effective,” be prepared to explain why (e.g., reference a study or past results). Ensure all statistics and data are accurate and up-to-date, and cite sources if required. Internally consistency is also crucial – for example, if you say 200 people will be served in one section, don’t list 150 in another. Small inconsistencies or sloppy data can undermine the credibility of your proposal. Double-check all numbers, names, and details for accuracy. Precision builds trust: the funder needs to feel confident that your organization pays attention to detail (because that will translate to careful management of their funds).
Prefer active voice and strong verbs: Writing in active voice usually makes sentences clearer and more direct. “Our team will train 50 volunteers” is clearer than “50 volunteers will be trained by our team.” Strong, specific verbs also convey confidence. For example, say “we will implement a new curriculum” instead of “we will try to get in place a new curriculum.” This might seem minor, but clear writing often reflects clear thinking.
Maintain a positive and confident tone: Even if you’re discussing challenges, frame them in terms of solutions. Grantwriting isn’t the place for being overly humble or tentative. Avoid phrases like “we hope to” or “if we get the grant, we might…” and instead use confident language like “we will” and “with grant support, we can accomplish…”. The idea is to instill confidence in the funder that you have a solid plan and you’re ready to execute it. That said, always stay truthful (as discussed) – confident doesn’t mean boastful or unrealistic.
Format for readability: Follow any formatting guidelines the funder gives (font size, page limits, etc.). Beyond that, make your document easy on the eyes. Use headings and subheadings to organize sections (as we’ve outlined in section 3 above). Ensure there is enough white space; a proposal that’s one giant wall of text is daunting to read. If allowed, including charts or graphics can be helpful to illustrate data or timelines – but only if they truly add value and are clear. Many proposals are submitted via online portals these days, so fancy formatting might not carry over – in those cases, focus on clear structure in your writing itself (good section titles, transitions, and list usage). A neat, typo-free, and well-structured proposal signals professionalism.

In essence, clarity is king in grantwriting. You want the funder to quickly grasp your points and not have to reread sentences to decode jargon or complex arguments. Before submission, consider asking someone outside your project (maybe a colleague not involved in writing it, or even a friend) to read the proposal – if they can understand it and find it compelling, chances are a reviewer will too. Good writing takes practice, but by prioritizing clarity and precision, you’ll significantly boost your proposal’s impact.

Editing, Reviewing, and Submitting

A world-class proposal isn’t finished on the first draft. Editing and review are where good proposals become great. As a busy executive, you might be juggling multiple tasks, but dedicating time to revise your grant application (and doing so well before the deadline) can make the difference between winning and losing a grant. Treat the submission process with as much care as the writing process:

Build in time for multiple revisions: After drafting your proposal, step away for a day or two if possible, then return with fresh eyes. You’ll catch issues you didn’t see initially, from typos to unclear explanations. Revise for flow, clarity, and conciseness. It’s often helpful to read sections aloud – this can reveal awkward phrasing or overly long sentences. Ensure each section stays on point and within any word/page limits. Consider having at least two drafts: a first draft to get all content down, and a refined second draft that you polish for language and consistency. Complex proposals might go through even more drafts. Remember, writing is rewriting; even experienced writers improve their work through editing.
Get a second (and third) pair of eyes: Don’t rely solely on yourself. Have one or more colleagues review the proposal critically. An outside perspective can catch unclear sections or omissions you overlooked. If you have grantwriting or development staff, definitely involve them in reviewing. If not, perhaps a trusted peer in another department or even a board member with grant experience can give feedback. You can also seek an external opinion – maybe a partner organization willing to swap proposal reviews. Ask reviewers to check for both content and mechanics: Does the narrative make sense? Does it answer all the funder’s questions? Are the needs, solution, and budget all aligned? Is anything confusing or unconvincing? Also have someone proofread carefully for spelling, grammar, and formatting issues. A clean proposal free of errors demonstrates professionalism and attention to detail.
Ensure compliance with guidelines: During editing, cross-check the funder’s RFP or application instructions. Did you address every question or section they require? Are you within length limits for each response? Verify that you’ve included all supplementary materials (cover letter, IRS nonprofit letter, letters of support, CVs of key staff, etc.) if requested. Use a checklist against the guidelines – this guarantees nothing is missed. Before starting your application, carefully review all guidelines... Create a checklist based on the grant guidelines and use it throughout the writing and submission process. By the final review, you should be able to tick off every requirement confidently. Non-compliance is a common reason proposals get rejected even if the project is good, so don’t give reviewers any easy reason to disqualify you.
Finish early and avoid last-minute submission: Aim to complete your final draft well ahead of the deadline. A good rule of thumb is to have a polished version a week before it’s due, if possible. This buffer allows time for unexpected delays (technical issues with an online portal, a key staff member being out sick when you need a signature, etc.) and gives you a stress cushion. Set your own deadline at least a few days (or a week) before the funder’s deadline – this lets you review and refine without last-minute panic. Submitting early can also be beneficial: some funders accept proposals on a rolling basis until a deadline, so an early submission might even get a bit more attention. At minimum, you avoid the risk of missing the deadline due to a computer glitch at 11:59 PM. When you’re ready to submit, double-check you’re sending it to the right place (correct email or online form) and that all files are in the right format. If the funder uses an online system, submit at least a day early to troubleshoot any issues. After submission, save a copy of everything submitted (most portals allow you to download your final application or you can PDF your responses) – this is useful for your records and in case any questions arise.
Final details matter: Along with the proposal itself, pay attention to the little things. Craft a courteous and concise cover letter or cover email if applicable, referencing the proposal and expressing appreciation for the opportunity. Ensure the person who needs to sign (e.g., your Executive Director or you as an authorized official) has signed all required documents. Label files clearly if you’re emailing (e.g., “YourOrg_GrantProposal_FunderName.pdf”). These small professional touches contribute to a positive impression.

In short, the editing and submission phase is about quality control and professionalism. Many strong projects have failed to get funded due to sloppy mistakes or late submissions – don’t let that be you. By allocating time for thorough review and being methodical in the final steps, you’ll significantly increase your proposal’s chances of success. And when you finally hit “submit,” you can do so with confidence, knowing you’ve put forward your best work.

Learning from the Process

Grantwriting is a continuous learning journey. Whether you win the grant or not, each proposal process is rich with lessons that can make your next effort stronger. World-class grantwriters (and the organizations they work with) constantly refine their approach based on past experiences. As a nonprofit executive, fostering a culture of learning and improvement around grants will pay dividends in future funding success and organizational growth. Here’s how to learn from each grantwriting experience and build even stronger funder relationships along the way:

Debrief after each grant decision: When you receive the outcome (approval or rejection), gather your team to discuss and document what you learned. If the proposal was successful, celebrate and note what you think made it strong – for example, “Our needs data was very compelling” or “Our partnership letters really impressed the review committee.” If the proposal was not funded, try to obtain feedback. Some funders provide comments or scores. If not, you might politely ask the funder if they can share any suggestions for improvement – not all will have capacity to respond, but it doesn’t hurt to inquire as long as you’re respectful. Internally, be honest with yourselves about what could be better: Was the proposal rushed? Did it truly meet the funder’s priorities? Was the narrative clear and the budget realistic? Viewing each rejection as a learning opportunity rather than a failure is crucial. Remember, a denied grant is not a failure. It's an opportunity to learn, grow, and improve your grant writing skills. With this mindset, even a rejection can be the start of a better strategy. Transparent Feedback and Radical Candor
Keep a “grant log” or knowledge base: Maintain a record of all grant submissions – including key details like the funder, the amount requested, a summary of your proposal, and the outcome. More importantly, record any feedback received and reflections from your team. Over time, this log becomes a treasure trove of insights. For instance, you might notice patterns: perhaps your proposals to local family foundations are often successful when you emphasize community stories, or maybe government grant reviewers frequently comment on needing more detailed evaluation plans. These patterns can inform how you tailor future proposals to similar funders. Also, keep copies of past proposals – you can often re-use successful language or avoid past pitfalls by revisiting these documents.
Apply lessons to future proposals: Make it a standard practice to review relevant past proposals before starting a new one. If you’re applying to the same funder again, look at what worked or didn’t last time. If you’re applying for a similar project to a new funder, leverage the strong sections from a prior successful grant (while adjusting for the new funder’s focus, of course). Over time, your grantwriting “muscle” will strengthen – what once was challenging (like writing a needs statement or crafting an evaluation plan) becomes easier as you accumulate templates and examples from your own experience. Just be careful not to become complacent; always tailor and update rather than copying and pasting blindly.
Share knowledge and build staff capacity: If you have a grants or development team, encourage knowledge sharing. If one team member attends a grant workshop or webinar, have them share the key takeaways with others. Cross-train staff in grantwriting basics so you’re not reliant on a single “grant guru.” Some organizations even do internal grantwriting trainings using past proposals as case studies. The more your staff (and even board) understand what makes a good proposal, the more support you’ll have in creating them. And if you engage volunteers or consultants in grantwriting, treat them as part of the learning loop as well, debriefing with them and capturing their insights.
Strengthen funder relationships regardless of outcome: How you handle the post-decision phase can impact future funding. If you got the grant, your focus shifts to stewardship – deliver what you promised (as discussed), thank the funder, and keep them informed of progress and success. You might send a mid-project update or invite them to visit your program. Building a reputation for doing great work with granted funds can lead to renewals or new opportunities (“grants beget grants”). If you didn’t get the grant, maintain professionalism and keep the door open. Perhaps send a courteous note thanking them for considering your proposal and expressing willingness to try again in the future (if the funder allows reapplications). Continue updating that funder about major accomplishments of your organization; sometimes a “no” this year can turn into a “yes” next year, especially if they see your continued impact and dedication. By treating funders as partners rather than just check-writers, you cultivate long-term relationships. Over time, some funders may even offer guidance on how to strengthen future proposals for their grants.

Finally, celebrate your grantwriting wins and learn from your losses, but don’t take either too personally. The grant landscape is competitive and even excellent proposals get turned down for reasons outside your control (limited funds, shifting priorities, etc.). The key is to control what you can: continually improve your craft and build a positive reputation. Each proposal you write, whether funded or not, is an opportunity to tell your nonprofit’s story and potentially catch the eye of a supporter. By using each experience to refine your skills and strategy, you’ll enhance your chances of success in the long run. And as your organization secures more grants, you’ll also strengthen its capacity to fulfill its mission – which is the ultimate goal of all this effort.