I’ve been working in annual giving and have recently been asked to help us diversify our funding by applying for grants. We have a handful of foundation funders currently. I need to reach out to them for renewed or increased support, and also find us at least as many new supporters. I’m starting to research funders, but am really not sure what a realistic ask amount might be for any of them. I could use a few pointers!

— Feeling at Sea

Dear Feeling at Sea,

It’s definitely scary when you’re dumped in the deep end without having first been given swim lessons! So, let’s go back to the shallow end for a minute and start at the beginning.

What to consider when asking for a nonprofit grant

The realistic ask amount depends on a number of factors, including the prospective funder’s mission, giving history, current giving focus and capacity, and your own organization’s relationships and past history with grant seeking and reporting.

Your organization’s grant history

If you have a history of receiving grants, and a reputation for excellent reporting and follow-through, you’ll be in a position to ask for more than if you’re a newbie.

Why? Because the foundation of grantmaking, and all philanthropic relationships, is trust. Foundations talk to one another. If you submit a proposal to Foundation C, and they see you’ve been funded in the past by Foundations A and B, they’re likely to contact A and B to find out a bit about their experience with you.

Your current funders can serve as “social proof” that you’re a good investment.

But what if you have little grant history?

Your organization’s community relationships

Your lay leaders can also offer social proof and put in a good word for you.

That’s why it’s useful to send a list of funders to whom you’d like to apply, complete with names of foundation staff leadership and trustees, to all your board members. Ask them to indicate if they know anyone on the list–and whether they’d be willing to reach out on your behalf.

Fruitful fundraising relies heavily on relationships and, when you have one, you’ve got a stronger likelihood of success.

But you can’t capitalize on relationships unless you know they exist! So, make it your business to find out.

The cost of the project for which you’re applying

Begin with clarity on your needs.

Sit down with program staff and interview them about everything that will be required–direct and indirect costs. Management, line staff, administrative support, supplies, travel expenses, and marketing, rent, utilities, insurance–you name it. Always include a percentage for overhead. It makes no sense to ask for less than you realistically need.

Sit down with finance staff for help crafting a budget. The budget is a microcosm of the entire proposal. In fact, often, the budget is the first thing a funder will look at in evaluating your proposal.

Generally, budget line items should include:

• Your project’s direct and indirect expenses
• How much you’re asking from this funder
• How much you’re asking from other funders
• Where the balance, if any, will come from (e.g., fundraising from individuals; earned income)

NOTE: After you get the hang of this, you can develop a template budget (including all the usual categories that constitute line items for you)–obviating the need to sit down with finance staff every time.

A budget narrative can be helpful in explaining each line item.

It also helps you to make sure your numbers add up (nothing will destroy credibility faster than a sloppy budget). For example, for travel expenses, add a note describing specific travel needs and costs; for staff, show the FTE multiplied by the hourly wage and hours worked. Besides checking and double-checking your math, you’ll also want to include a paragraph explaining how you’ll sustain this project once you no longer have foundation funding.

Your alignment with the funder’s mission and priorities

Most funders are quite explicit in their guidelines about what they’ll fund and won’t fund. You can also take a look at funders’ Form 990-PFs which give complete lists of grants awarded, including recipient names and amounts. Don’t rely completely on the past however, as priorities change.

When you send a misaligned proposal (either purpose or size), you undermine your credibility – both now and for the future.

So, be careful. If you have any doubts, place a phone call to the funder so you can talk out whether or not there is a good match. Funders are, after all, just people. Many will appreciate the fact you’re doing your homework. [Just don’t call them if they plainly state “no phone calls.”]

Hopefully these tips will help get a handle on next steps, so you find your land legs!

–Charity Clairity

The post How To Make a Realistic, Successful Nonprofit Grant Request? appeared first on Bloomerang.

“Our mission perfectly aligns with the funder’s priorities, the program officer invited a proposal, our program is rock solid, and we have an amazing grant writer in place. This grant is a sure thing!”

How many grant writers have heard this, or a variation of this, from well-meaning leaders new to grants and eager for what they see as easy money?

As grant writers, we know it’s not that simple. When approaching any new funder, it’s imperative to acknowledge that a wide array of factors can significantly impact the success of each proposal, particularly now, when philanthropy is experiencing significant disruption and change. These include factors we can control, factors we cannot control but may influence, and factors outside our control.

What grant writers can control

When it comes to crafting competitive proposals, some factors are within our control—and by focusing on them, we can better position our nonprofit to secure funding and sustain its programs. These factors include:

• Approaching funders whose stated priorities align with the nonprofit’s mission
• Creating a compelling case, including relevant and accurate content, adherence to word limitations, alignment to funder priorities, proper grammar/spelling, and appropriate tone
• Submitting required documents when available, such as financials, proof of tax-exempt status, and the most recent form 990
• Adhering to deadlines

What we cannot control – but may influence

As grant writers, part of our role is to speak up when we notice issues that—though possibly outside our control—could be addressed to improve the organization’s chances of securing funding. These include:

• Weaknesses in the nonprofit’s programming, such as lack of community involvement, weak evaluation methods, or an inability to demonstrate program effectiveness
• Insufficient diversity among the board and/or staff
• Incomplete or unclear financial documentation, or the inability to provide requested financial documents
• A significant surplus, which may raise questions about the need for additional funding
• Cultivation of the relationship, if the funder is open to outreach

What’s entirely out of our hands

It’s easy to feel overwhelmed by the grant writing factors beyond our control but acknowledging them is essential to fully understanding what influences funding decisions. To help process and communicate these realities, this non-exhaustive list is grouped into common themes:

Funder limitations

• The amount of funding available from any given funder
• The total number of applications submitted compared to the number of awards made (intense competition)
• An award made for less than the full amount requested
• The types of requests a funder is willing to accept (e.g., general operating, project, program, or capital requests)
• The funder only allows one open grant at a time but changes its cycle timing so that the nonprofit cannot prove funds from a previous grant were spent prior to the next cycle deadline

Shifting conditions & priorities

• Economic conditions, which can reduce the amount of funding available and/or shift funder priorities
• Shifts in funding trends (i.e. towards or away from certain causes)
• Significant changes in the federal funding landscape, which has a ripple effect on private philanthropy and competition
• Funder priorities that are different than those explicitly stated, or are interpreted differently internally
• Pre-existing commitments the funder has quietly made to other nonprofits, leaving little or nothing left for new grantees
• Shifts in the funder’s demographic or geographic priorities
• The funder chooses to make just one major gift to another nonprofit running a capital campaign

Human factors & internal politics

• Perceived high cost of nonprofit programming vs. the number of individuals served
• Funder perceptions that the nonprofit is already well-funded or successful in fundraising
• Other organizations are seen as addressing more urgent needs
• The funder believes the nonprofit is either “too big,” or “too small”
• The program officer invites a proposal (and in some cases make a recommendation to the trustees), but the trustees decline to make a grant
• A funder’s willingness to and/or policy on taking meetings with potential or existing grantees
• Past interpersonal disagreements between a funder employee/trustee and a nonprofit employee/board member

Grounding the work: Focus, educate, and manage expectations

While it’s tempting to believe a strong program, aligned mission, and polished proposal guarantee funding, experienced grant writers know better. The grant landscape is complex, influenced by many variables well beyond our control. That’s why it’s essential to focus on what can be controlled: strategic alignment, quality writing, complete supporting documentation, and timely submission. By channeling energy into these factors, we maximize our chances for success—even when the final decision lies elsewhere. This mindset not only grounds our work in realism but empowers us to show up with excellence, regardless of the outcome.

As grant professionals, we also have a responsibility to educate colleagues and leadership about the many elements that impact funding decisions—well beyond the quality of the proposal itself. Too often, grants are perceived as easy money or a guaranteed revenue stream, especially when a funder expresses interest or there is strong programmatic alignment. It’s up to us to bring clarity and context, helping internal stakeholders understand the nuances of funder decision-making, the unpredictable nature of grant cycles, and the external factors that can derail even the strongest application. By doing so, we not only manage expectations but also build a culture that values strategic planning, continuous improvement, and resilience in the face of uncertainty.

Tips for communicating uncertainty in grant writing

One of the most important roles grant writers play is helping colleagues and leadership understand the unpredictable nature of the grant landscape. These tips offer practical ways to communicate uncertainty while reinforcing a strategic and proactive mindset.

1. Use data and examples to ground expectations – When explaining why a “sure thing” grant may not be guaranteed, back it up with real-world examples or statistics. For instance, you might say, “Even with 100% alignment and a personal invitation to apply, some sources put the average win rate at 10%.” Data builds credibility and helps others see that it’s not just a hunch—it’s reality.
2. Shift the conversation from guarantees to strategy – Reframe the narrative from “Will we get this grant?” to “Are we doing everything within our control to make this proposal as strong as possible?” This keeps the focus on the team’s strengths and efforts and reinforces that excellence—not outcome—is the benchmark.
3. Normalize the uncertainty and focus on the long game – Help leadership understand that rejections are a normal part of grant seeking. Emphasize that cultivating relationships, submitting high-quality proposals, and learning from feedback are all wins—even if funding doesn’t come through right away. The goal is to build momentum, not just land a single grant.

Grants can be powerful tools for funding impact—but only when approached strategically, realistically, and with a long-game mindset. By focusing on what’s within our control and helping others understand the full picture, we build not just better proposals, but stronger, more resilient organizations.

The post Grant Success Isn’t Guaranteed—Even With a Great Proposal appeared first on Bloomerang.

Grant consultants are often experienced grant writers and fundraisers who’ve chosen to work with multiple organizations instead of being on staff with a single nonprofit. While many people think of grant consultants as simply people who write grants on contract, they can be so much more!

In this article, we’re going to delve into some surprising lessons we’ve learned from both working as grant consultants and coaching grant consultants. We’ll look at what grant consultants really do, the different ways they specialize and niche down, and the pricing models that are most common in the field. Plus, if you’re interested in launching or growing a grant consulting business, we’ll share some of our top tips for building a business you love.

1. Not all grant consulting looks the same

Grant fundraising is about so much more than simply writing a proposal and hitting send. This is why grant consultants may provide a wide range of grant-related services, from grant writing to prospect research to grant reporting.

Not all grant consultants provide the same services, though. Common grant consulting scopes include:

• Project-focused grant consulting: Some consultants provide one-time services, such as prospect research and writing a grant template. The organization’s own staff are then responsible for conducting funder outreach, managing grant deadlines, and adapting the grant template for each funder’s requirements.
• Comprehensive, high-touch grant consulting: In contrast, other consultants serve as long-time partners for organizations, filling the roles of grant writer, grants manager, grants researcher, and even grant funding strategist. These consulting relationships may last years, providing long-term stability for consultants and nonprofits.
• On-call grant consulting: Still other consultants serve as on-demand grant writers and strategists. For example, an organization might reserve time on a consultant’s calendar to write a couple of complex or high-stakes grant proposals each year. Or an organization might establish a retainer with a grant consultant who they can go to for strategy and advice as needed.

With so many options available, we advise grant consultants to get clear upfront about how they prefer to work with nonprofits and to seek out clients whose needs align.

2. Grants management is often a key part of grant consulting

Many grant consultants come from a nonprofit fundraising background. With experience in every aspect of grant fundraising, these consultants know firsthand the importance of donor data management—and how nonprofits often overlook this aspect of fundraising strategy. They also know that no matter how many proposals you write, without solid grants management, success will be limited.

With this in mind, many grant consultants advise their clients on how to evaluate, select, and set up effective donor management systems. For some organizations, this means upgrading from an outdated spreadsheet to their first professional donor CRM.

Once a donor CRM is in place, consultants may manage grant-related data, support staff members’ funder outreach, and keep on top of grant deadlines. Consultants who like to see how their work leads to organizational success and sustainability tend to enjoy this more comprehensive and hands-on grant consulting approach.

3. Grant consultants may specialize by organizational sector or size

The nonprofit sector is far from uniform. Organizations vary by size, budget, sector, geography, and type of work. Just like the foundations that fund nonprofits, grant consultants often specialize in working with certain types of organizations.

Grant consultants can “niche down” in a variety of ways. For example, one consultant may primarily serve arts and culture organizations in a single state, while another may specialize in working with national advocacy organizations with budgets over $5 million. Yet another consultant may choose to work only with faith-based organizations.

There are surprising benefits to niching down. Grant consultants may get to know the most active funders in their area or sector very well—often better than their clients—and can bring valuable insights to grant strategy and writing. If a consultant becomes known as the “go-to” grants expert for certain types of organizations, they may get a steady stream of referrals. Consultants may also be familiar with what makes an effective and sustainable program in their niche, enabling them to guide clients toward best practices and even stronger programs.

While niching down can feel scary and limiting at first, for many consultants, the approach pays off financially and leads to highly rewarding work.

4. Project-based pricing benefits grant consultants and nonprofits

While organizations often expect to pay grant consultants by the hour, many of the consultants we coach ultimately choose to switch to project-based billing.

Project-based billing is exactly what it sounds like: charging by a project or scope of work vs by the hour. For example, a grant consultant would charge a flat fee for creating a grant template proposal that the organization can easily customize for dozens of funders. Or a consultant might work on a retainer, where, for a flat monthly fee, they complete up to two grant deliverables per month.

While organizations may be less familiar with project-based billing, it can benefit both consultants and their clients. Consultants can more easily plan for their income and let go of the burden of tracking client hours. Nonprofit clients benefit from easier budgeting, avoid cost overruns (such as when a consultant bills more hours than expected), and be confident in the work product they will be receiving.

5. Pricing varies widely – so focus on value

Grant consulting services, fees, and fee structures vary widely. For example, depending on the type of proposal and the consultant’s experience, hourly fees for grant writing alone can range from $25 an hour to over $200!

This unwieldy pricing range can create unrealistic budget expectations among nonprofits and leave grant consultants uncertain about how to price their services. In fact, pricing is one of the most common questions I get from grant consultants in my business coaching work.

That’s why I advise consultants and nonprofits to focus on the value a grant consultant is adding to the organization. For example, hiring an experienced grant consultant could free up dozens of hours on the calendar of an executive director used to writing every grant from scratch. A grant consultant could also increase the number of funded grants by crafting high-quality, targeted proposals. Or a consultant could provide the research, tools, and hands-on guidance for an organization to significantly grow its budget.

In the business world, people talk about return on investment or ROI. In general, grant consulting offers an incredibly high return on investment for nonprofits and is well worth the expense.

Takeaways for grant consultants

Building from these lessons, when we coach consultants who are launching or growing their businesses, we have a few consistent recommendations:

• Get clear on your services. While grant consultants may provide a range of services, they don’t have to! Knowing what you enjoy most means you can create and market services that you love providing (and avoid getting stuck doing the ones you don’t).
• Identify your ideal client. Do you love working with small arts organizations or prefer big-budget advocacy groups? Recognizing your ideal client is the first step to landing more of those types of clients. You can keep your ideal client in mind when you define and describe your services, write your bio, select which networking events to attend, and even decide what to post on LinkedIn.
• Develop packages in advance. The clearer you are about your pricing and services upfront, the easier it will be to communicate with and deliver results for clients—while also being paid fairly for your work and expertise.
• Focus on the value you add. Nonprofit consultants of every type struggle with imposter syndrome. Focusing on the value you add—rather than the fee you are charging—helps build confidence. Try documenting what you’ve done for one or two clients. For example, did you help an organization land its biggest grant ever? Maybe you helped a new client implement a donor CRM that’s already yielding great results. Tally it up to remind yourself and others of the value you’re providing.
• Get comfortable saying no. As a grant consultant, you don’t have to say yes to every prospective client that comes your way. This might be hard at first, but doing work you enjoy, feeling confident that you are adding value, and being respected and paid fairly is all possible when you’re a consultant. Often, saying no is one of the hardest and most empowering things a grant consultant can do.

The post 5 Surprising Realities About Grant Consulting appeared first on Bloomerang.

Even with the best intentions, grant activities do not always go as planned. Circumstances change, community needs evolve, staff turnover stymies progress, supplementary funding falls through, and leadership priorities shift. Development professionals and grant writers find themselves facing a reporting deadline with the realization that for one reason or another, the originally stated goals have not been met. A sense of dread begins to set in.

Now what?

5 steps to take when you’ve fallen short on your grant proposal goals

For nonprofits in this situation, two things are vitally important: 1) an evaluative mindset, and 2) an honest, open relationship with the funder. Your next steps can determine whether your organization will receive future funding or lose the funder entirely. That’s why taking the time to assess the situation, learn, and communicate your findings honestly are of utmost importance. Here are five steps to take.

1. Evaluate – Take the time to gather all relevant parties and think critically about the problem. Make clear that the goal is not to assign blame or shame, but rather, to assess and adjust to best carry out your mission. Ask questions to get to the root of the problem. Were the original goals too ambitious? Was there a staffing challenge? Did tracking mechanisms fall through the cracks? Did circumstances require a shift in activities or priorities? Taking the time to identify the problem will only help strengthen not only future proposals, but programming as well.
2. Adjust – Use the situation as a learning opportunity. How will you use this experience to inform your strategy moving forward? What will you do differently? Who will be responsible for adjusting, and by when? What will be required to avoid falling short on goals in the future? Create a plan and if needed, schedule regular touch points to monitor progress.
3. Meet – If the funder is amenable, request a meeting ahead of the report deadline for an honest conversation. Come prepared to discuss what happened, what you and your team learned, and how you plan to move forward. Use this as an opportunity to strengthen the relationship and build trust. If you are open to input, request it. Most reasonable funders will recognize your expertise and appreciate your candor. In the best funder/nonprofit relationships, they will see themselves as true partners and learn alongside you.
4. Report – Submit your report adhering to the deadline, taking accountability, reiterating the points you made in the meeting. Answer the questions that are asked, not the questions you wish to answer. Keep your answers clear and concise. Thank the funder for their investment and partnership.
5. Follow through – Implement the changes you identified, whether that means adjusting future goals, addressing staffing challenges, or undertaking new activities more closely aligned with your mission. Check in regularly with team members to monitor progress and ensure internal alignment. Communicate your progress with the funder via their preferred method, whether email, meeting, or their report form.

The worst thing to do in this situation is to hide or overinflate actual activities or outcomes. After four years of decline, trust in nonprofits rebounded by 5 points to 57% in 2024, but the difficult work of regaining sector trust remains. By taking the time to analyze the situation, develop a plan to adjust, and communicate findings with foundation funders, nonprofits can not only increase their chances of retaining the funder, but also build trust in the sector overall.

Learn, adjust, and grow

Too many nonprofits operate under a fear of punishment for falling short on goals or anticipated outcomes, feeling the effects of traditionally inequitable funder/grantee power dynamics. While it is certainly true that there are funders who will pull funding if anything less than the original goals is achieved, the best foundation funders recognize the nonprofit’s expertise in the field, welcome honest conversations, understand the challenges nonprofits face, and appreciate the opportunity to learn alongside nonprofits who are willing to evaluate and adjust. These are the foundations that will often fund nonprofits over time, allowing the nonprofit to grow, evolve, and sustain services. And that is the best outcome a nonprofit can hope for.

How do you ensure that you’ll meet your grant proposal goals? Let us know in the comments!

The post Your Foundation Grant Report Is Due, But You’re Short On Your Goals. Now What? appeared first on Bloomerang.

Dear Charity Clairity,

What is the average foundation portfolio size for a full-time grant manager? I can’t find an answer anywhere! I know this will vary depending on the GM’s salary and their fundraising goal, but there has to be a formula somewhere. I have been told by a higher up that our GM should be doing more. In FY23 they submitted 40 proposals for a total of $2.4M in asks. We received funding of just over $1M from their efforts.

— Need Direction  

Dear Need Direction,

While it’s generally a good idea to look for metrics against which to measure performance, in this case it’s a difficult thing to quantify. Which is probably why you’ve been unable to find a formula. And, as far as I’m aware, none exists. If I found one, I’d be suspicious of it. Let me tell you why.

What matters here is quality, not quantity.

Your grants manager could be sending out carbon copy proposals every day of the week, but that’s unlikely to improve your ROI. In fact, arguably, it could diminish your returns. Because it would mean you were not taking the time to make good matches, put together the most persuasive proposals possible, and do effective reporting to cement your relationship – and reputation for excellent execution and follow-through – with the funder.

What’s most important is you submit proposals only to funders likely to be a good fit for your particular project.

And this takes time.

• This requires foundation research.
• This requires internal research, talking to your own executive management to understand organizational priorities and your program managers to understand the depth and breadth of your organization’s services.
• This requires tailoring your proposal specifically for each particular funder.
• This requires reviewing your proposal – going over every element with a fine-toothed comb – to assure you’re explicitly addressing everything the foundation has asked for.

The grant manager must do even more than research and write.

These other parts of the grant process take more time.

• They must put together strong supporting documentation. For example, grant funders often ask for your tax exemption letter; incorporation status; annual report; current year operating budget; vision and mission statement; list of board of directors with affiliations; bios and/or resumes of key staff; DEI policy, and even client stories. Sometimes they’ll also ask for a strategic plan; a current budget vs. actuals; profit and loss statement; 990; an audited statement, and letters of support.
• They must prepare the budget that goes with the proposal. This generally fleshes out the narrative with figures and puts the project for which you’re requesting funding within a larger programmatic context. Generally, this budget also shows what funding you’ve already secured, who else you’re applying to for the balance, and how you hope to sustain this program after the grant expires.
• They must provide reports to demonstrate outcomes. Annual reports are the minimum; some foundations require bi-annual or quarterly updates as well.

If your grant manager is responsible for putting these items together, they need the time to do so. Plus, they need access to the information necessary to provide accuracy and transparency. When it comes to supporting information, some documents will be standard; once they’re pulled together, they only need to be updated annually. Other information, like the project budget, must be created for every single proposal. For reports, often the grant manager will need to ask the program manager to submit information to them that addresses all key outcomes outlined in the grant application and award. They’ll then need to edit, massage, and rewrite to put your best foot forward. Will your grants manager do this? Your finance manager? A program manager? Ideally, it should be a collaborative effort.

The number of funders for whom you are a good fit depends on the who, what, when, where, why, and how of your mission.

It also depends, to an extent, on foundation priorities in any given year. These are both things no grant manager, no matter how skilled, can control.

1. WHO: Are you well known? Is your reputation a positive one? If requested, could you support this with letters of recommendation?
2. WHAT: What, specifically, are you asking for help with?
3. WHEN: When is your funding needed, and how does this fit within the funder’s application and awards cycle?
4. WHERE: Are you a local, regional, statewide, national, or international nonprofit? Funders have guidelines around these things, and it’s important to be aware and adhere to them.
5. WHY: Why are you the best organization to do this? Can you distinguish yourself from other potential applicants occupying a similar space? Might it be beneficial to band together with some of these other groups to submit a joint proposal?
6. HOW: Specifically, how do you plan to spend the funder’s money, and who will be in charge of implementation? Are they well known? Do they have a strong track record?

All these things being true, a “formula” isn’t really possible.

Some organizations will have more of the things foundations are looking for than others. Some will have a stronger track record, more seasoned leadership, more experienced staff, greater longevity, cover a different geographic area, focus on a different market niche… and so forth.

I only know what you’ve presented here, but at first blush it looks like a completely acceptable ROI. You’re bringing in a good sum of money (certainly more than you spend on the grant manager position). Plus, on average, you’re able to submit a proposal just short of weekly (with time off for vacation, holidays and sick time). And part of the grant manager’s job is also to submit reports for all grants awarded!

Have I seen grant managers do more? Yes. But rarely. And they’ve generally been with the organization long enough to know it very well and in their position long enough to have all the information they need at their fingertips.

Have I seen grant managers do less? Frequently.

Count your blessings.

— Charity Clairity (Please use a pseudonym if you prefer to be anonymous when you submit your own question, like “Need Direction” did.)

P.S. I did find one Foundation Center 2004 survey reporting the majority of foundations funded 25-49% of proposals. Additionally, organizations that gave out less funding overall (e.g., smaller community foundations) funded a higher percentage of proposals than larger organizations. I could not find similar data for more recent years.

The post [ASK AN EXPERT] What’s The Average Portfolio Size For A Full-Time Grant Manager appeared first on Bloomerang.

• G = Get the FOA/RFP/NOFA
• R = Research the needs
• A = Articulate the goal(s)
• N = Narrow your objectives
• T = Timeline the activities
• S = Strategic budget

Most people do not write grants with this in mind. Many grant writers jump straight into long responses to applications instead of setting up a plan first. By the end of this article, you will have a practical framework for building stronger grant proposals.

The 6 steps of the GRANTS Writing Formula

• Get the FOA/RFP/NOFA: Obtain and analyze the grant instructions.
• Research the needs: Gather data and citations to support your problem statement.
• Articulate the goal(s): Define the main aim that will solve your problem statement.
• Narrow your objectives: Create SMART objectives to achieve your goal.
• Timeline the activities: Develop a detailed work plan with tasks and deadlines.
• Strategic budget: Build a budget aligned with your timeline and objectives.

The problem with not using the GRANTS Writing Formula

• Mission drifting
• Chasing the money
• Not scoring high on the grant proposal review
• Writing grant proposals that are not aligned with your priorities
• And of course, not getting the grant funding

The 6-step GRANTS Writing Formula framework helps you avoid these issues and get clearer on your programs.

1. Get the FOA/RFP/NOFA

The first step in developing a grant template with the GRANTS formula is to get the Funding Opportunity Announcement (FOA), Request for Proposal (RFP), or Notice of Funding Availability (NOFA).

A Funding Opportunity Announcement (FOA) is the official document that outlines grant requirements, eligibility, and deadlines. A Request for Proposal (RFP) is a solicitation inviting organizations to submit proposals for a specific project or service. A Notice of Funding Availability (NOFA) announces that grant funding is available and provides application instructions.

This is the easiest way forward because you immediately have a template for your grant project. Copy and paste the specific questions into a Word document and respond thoroughly to each one.

These questions automatically become your headers, and you should bold those headers.

Why do this? Because it is the easiest way to make sure you respond to every required item, and it also makes it easier for funding sources to find your answers.

If you start writing in long-form without using the funder’s headers, it becomes harder for grant reviewers to score your proposal. They may not be able to quickly find the required concepts, keywords, or sections needed to award points.

Additionally, make sure to read through the FOA/RFP/NOFA and include:

• A response to how your project aligns with the funding source’s priorities
• Confirmation that unallowable budget items are not included in your budget
• A checklist of all required documents to submit in addition to the project narrative and budget, such as your IRS 501(c)(3) incorporation letter, resumes, job descriptions, letters of support, SF-424 forms, and more

Note: Steps 2 through 6 are very common questions in most FOAs, RFPs, and NOFAs. The sections below explain how to answer them clearly and accurately.

2. Research the needs of the grant

Strong research in the needs section is critical to scoring high on a grant proposal because it validates the reason for your project.

In the needs section, you need to do three things:

• Eliminate flowery language
• Include sources and citations
• Include a clear problem statement

What I see most often in this section is that grant writers include a flowery narrative with a lot of information about problems. While flowery and emotive language can be extremely useful for fundraisers, social media graphics, and other types of marketing, it isn’t quite appropriate for grant proposals.

You need clear data and statistics about the need for your project and cause area, along with citations. Without this, the project lacks a strong foundation.

Instead of talking about a broad need as though it is self-evident, include supporting evidence such as:

• Testimonials
• Statistics
• Reports
• Articles
• Interviews

This adds credibility to your program and shows that you have done the research.

A grant proposal uses research to demonstrate urgency and impact. You can still paint a compelling human picture, but that picture should be grounded in evidence rather than jargon or poetic language.

Here are two examples to show the contrast between flowery, non-cited needs and grant-appropriated cited needs.

Example #1: Flowery wording that is unlikely to score well

We have a huge need in our community, as Mother Earth is no longer able to cry tears because the rivers are drying up. As the rivers disappear, we mourn—agriculture is suffering. We cannot go on in this dire situation and need your support.

That may work as a newspaper op-ed or fundraiser script, but it is not easy for reviewers to score in a grant application.

Example #2: Grant-appropriate language in the needs section

Over the last five years, County X has seen a 25 percent decline in river waters, and agricultural fields are now producing 45 percent less food (SOURCE NAME, DATE). In addition, 1,900 community members surveyed, or 6 percent of the community, reported negative environmental effects caused by prolonged drought associated with climate change (SOURCE NAME, DATE).

The next step is to include a main problem statement.

This anchors your research and defines the issue your project will solve.

Problem statement template:
Due to [cause], [target population] experiences [specific measurable problem].

Example:
Due to ongoing droughts caused by climate change, agriculture in Community NAME is operating at only 45 percent capacity.

Once you have a problem statement, you can turn it into a goal.

3. Articulate the goal(s) of a grant with your mission

An articulated goal is the main result your program will achieve to solve the problem statement.

Once your problem statement is anchored in research, you can flip it into a goal for the grant.

Example goal:
Project X will increase agriculture in the community from 45 percent to 55 percent over a three-year period by creating sustainable solutions to ongoing drought through a multi-level approach.

This goal directly addresses the need identified in the problem statement and guides the rest of the proposal.

4. Narrow your objectives of the grant project

Once you have a clear goal, you need specific activities to achieve it. These are your objectives.

The number of objectives depends on the size of your goal and budget. To keep things focused, aim for no more than three objectives per goal.

Objectives need to be SMART.

For this project, you could easily have at least three objectives. Here is one example:

Objective one example:
Project Name will work with 50 farmers to provide sustainable and innovative irrigation practices that will increase irrigation by 25 percent each year for three years.

• Specific: It names the target group and the intervention.
• Measurable: It includes 50 farmers and a 25 percent annual increase over three years.
• Achievable: It aligns with the problem statement and available resources.
• Relevant: It supports the larger goal.
• Time-bound: It is set to be completed by the end of year three.

Once your objectives are defined, you can build a work plan.

5. Timeline the activities the grant would enable

Your timeline work plan shows how you will carry out your objectives.

Include:

• Task description
• Role responsible
• Start date
• Completion date
• Evaluation measure showing the activity is complete

You can include as many tasks as needed to achieve the objective.

Timeline work plan activities example

Objective one example: Project Name will work with 50 farmers to provide sustainable and innovative irrigation practices that will increase irrigation by 25 percent each year for three years.

These are just a few examples to get your ideas flowing. This is the section where detail matters because it shows achievability.

A strong timeline work plan gives your project:

• Detailed execution steps
• A roadmap for staff involved in the program
• A path to achieving objectives
• A way to make sure all costs are captured in the budget

Once the timeline work plan is developed, you can build the budget.

6. Strategic budget to manage the grant funding

Use your timeline work plan of activities to develop a strategic budget.

For objective one in this example, the following are needed at a minimum:

• Project Manager
• Executive Director
• Irrigation equipment and supplies
• 50 farmer incentives
• Subject matter experts

Other costs to consider include fringe benefits, indirect costs, and costs tied to other objectives.

You will need to consult your Human Resources team for fringe benefit rates and salary information. If equipment is required, best practice is to gather at least three quotations. When in doubt, check your financial policies, the FOA/RFP/NOFA, or applicable federal budget guidance.

Draft strategic budget example

This step helps you confirm whether the available grant funding is enough to meet your objectives. If it is not, you may need to revise your objectives, reduce scope, or adjust your goal.

GRANTS Writing Formula summary

The GRANTS Writing Formula provides a practical framework for stronger grant proposals. By using this approach, you can:

• Stop mission drifting
• Stop chasing the money
• Score higher with reviewers
• Write grants that align with your priorities
• Get more grants awarded

Key takeaways

• Use the FOA/RFP/NOFA criteria as your grant application headers to make scoring easier for reviewers.
• Support every need statement with cited statistics and research.
• Create a clear problem statement, then flip it into a goal.
• Write SMART objectives with no more than three per goal.
• Build your budget directly from your timeline work plan so nothing is missed.

Frequently asked questions about grant writing

Related resources

• Cracking the Grant Code: How Focusing on Relationships Wins More Grants
• MacKenzie Scott Foundation Grant Guide
• 4 Steps to a Winning Fundraising Case Statement
• The Quick and No-Nonsense Guide to Nonprofit Storytelling

The post The Ultimate Grant Writing Formula to Win in 2026 appeared first on Bloomerang.

Press Forward seeks to reverse the dramatic decline in local news that has coincided with an increasingly divided America and weakening trust in institutions.

What’s the problem?

Around 2,200 local newspapers have closed since 2005, resulting in 20 percent of Americans living in “news deserts” with little to no reliable coverage of important local events. Press Forward seeks to stop and reverse that trend.

Press Forward highlights

$500 million over five years committed by twenty-two major US foundations including the MacArthur Foundation, Carnegie Corporation of NY, and William and Flora Hewlett Foundation to name a few.

Press Forward funders have coalesced around an aspirational goal to move from individual grantmaking strategies to a shared vision and coordinated action.

The first grants are to be awarded later this year.

John Palfrey, president of the MacArthur Foundation, calls the philanthropic funding “seed money,” not charity.

4 funding priorities

Press Forward partners have identified the following priorities and have committed to making grants in one or more of these four areas of focus:

1. Strengthen local newsrooms that have trust in local communitites
2. Accelerate the enabling environment for news production and dissemination
3. Close longstanding inequalities in journalism coverage and practice
4. Advance public policies that expand access to local news and civic information

Troubling trends

The decline in local news coverage has been a concern in many cities and towns across the United States. Here are common trends and examples of areas where local news coverage has waned:

• Rural areas: Many local newspapers and broadcast stations in rural areas have closed or reduced their coverage due to declining readership and advertising revenue.
• Media deserts in small and mid-sized cities: Local news outlets in smaller cities and towns have also struggled to stay afloat, leading to cuts in reporting staff and reduced coverage. Certain regions, often referred to as “media deserts,” have limited or no access to local news coverage. This can include parts of the Midwest and rural areas in various states.
• Consolidation and economics: Media consolidation has led to a concentration of ownership, resulting in the centralization of newsrooms and a reduction in local reporting. Economic downturns have had a significant impact on the sustainability of local news outlets, leading to layoffs and closures in many areas.
• Digital disruption: The rise of digital platforms and online advertising has disrupted traditional revenue models for local news, making it difficult for many outlets to adapt.
• Decline in newspapers: Local newspapers, in particular, have seen a significant decline in circulation and ad revenue, resulting in the downsizing or shuttering of newspapers. Many journalists have been laid off or have left the industry, leading to a reduction in local reporting.
• Loss of investigative reporting: Investigative journalism, which is often resource-intensive, has suffered in many areas, leading to reduced oversight of local government and institutions.
• Lack of competition: In some areas, there is only one dominant local news outlet, reducing competition and potentially leading to a lack of diversity in reporting.

Nonprofits are being asked to address these challenges and find sustainable models for local journalism.

Nonprofit action

In the face of these troubling trends, nonprofit organizations are pivotal in the Press Forward funders views of what’s needed.

Here are ways nonprofits can contribute to the preservation of local journalism:

• Funding and grants: Nonprofits with education missions can apply for the available Press Forward funding and secure a five-year grant.
• Collaborative reporting: Nonprofits can facilitate partnerships between different news organizations to pool resources, share content, and cover stories more effectively.
• Training and capacity building: Offer training programs, workshops, and resources for journalists to improve their skills, adapt to new technologies, and stay competitive.
• Research and advocacy: Conduct research on the state of local journalism, produce reports, and advocate for policies that support the industry.
• Community engagement: Nonprofits can support initiatives that engage the public in the news-making process, such as town hall meetings, citizen journalism projects, or community media literacy programs. They can also invest in innovative projects and experiments that explore new revenue models, storytelling techniques, and technology solutions.
• Legal defense: Provide legal support for local news outlets facing challenges such as defamation lawsuits, freedom of information requests, or other legal issues that threaten their existence.
• Diversity and inclusion: Nonprofits can support initiatives that increase representation of underrepresented groups in journalism.
• Collaboration with academia: Partner with educational institutions to create programs that benefit both students and local journalism. This can include internships, research partnerships, and educational initiatives.
• Membership and subscription models: Support local news organizations in implementing membership and subscription models to generate sustainable revenue and reduce reliance on advertising.
• Media literacy: Promote media literacy programs that educate the public about the value of journalism, how to critically evaluate news sources, and how to distinguish between credible and unreliable information.

Nonprofits already at work

In California, a $25 million project is paying for stipends for reporters through the University of California at Berkeley Graduate School of Journalism.

In New Jersey, the New Jersey Civic Information Consortium, is funding initiatives to reimagine how public funding can be used to address the growing problem of news deserts and misinformation.

Within our own Bloomerang community we celebrate two nonprofits that are keeping local news alive, 90.7 Hope FM in Port Huron, MI and KAWC Colorado River Public Media in Yuma, Arizona.

90.7 Hope FM is a local media ministry that encourages families through today’s worship, contemporary music, and relevant programs.

KAWC Colorado River Public Media is dedicated to educating, informing, and entertaining their listeners through high-quality radio and internet broadcasts. They serve the diverse needs of their audience with music, news, public affairs, and fine arts programming.

By undertaking this funding and these initiatives, nonprofit organizations can contribute significantly to the preservation of local journalism, ensuring that communities have access to accurate, independent, and accountable reporting.

What do you think about these trends and funding for the preservation of local journalism? Will your nonprofit apply? Please share your thoughts below.

The post [Breaking News] An Extraordinary Funding Opportunity For Nonprofits To Preserve Local Journalism appeared first on Bloomerang.

Dear Charity Clairity,

I am a new nonprofit and want to pursue a grant(s) to fund our mission. Our nonprofit focuses on the mental health of teens and young adults and we would like to fund expeditions in some of the national parks in our state. Any advice on where to look for grants that fit our mission or other funding sources?”  

— Grant Newbie

Dear Grant Newbie,

I understand you’re asking for advice on to where to look for grant opportunities that fit your mission of focusing on the mental health of teens and young adults. One of the ways you’d like to do this is through expeditions in national parks in your state. Sounds great!

Where and how to look for grants is a broad topic that doesn’t lend itself to a quick Q & A. However, I can point you to some helpful resources.

Your best bet is the Foundation Directory. It’s searchable online. You can plug in your geographic area, the type of grant you’re looking for, and the dollar amount you’re seeking. You’ll get a list of funders that fit your parameters, including staff and trustees. This can be helpful in the event someone on your team knows one of these individuals. The Directory is extraordinarily useful, as 90% of foundations do not have websites, making them difficult to find using standard search engines.

There is a monthly subscription fee. However, if you live near a Foundation Center library you can do research on site for no cost.

You may find these resources helpful:

• How to Find and Get Grants — an intro webinar on Bloomerang
• Recession-Proof Your Nonprofit…with Grants! – an archived webinar on Bloomerang
• Identifying, Applying for and Managing Grant Funds — an archived webinar on Bloomerang
• How do I find grants for my nonprofit? — Candid
• Top Tips and Sources to Find Grants for Your Nonprofit — Donorbox blog
• How to Find Grants for Nonprofits – Anedot blog
• Grantwatch – website
• Grants.gov– where federal grants are posted
• Finding Grants, Fundraising, and Writing Grant Proposals – LinkedIn group

Best of luck to you as you move forward with your new nonprofit,

— Charity Clairity

What other grant resources have you found helpful? We’d love to hear from you!

Please use a pseudonym, like “Grant Newbie” did, if you prefer to be anonymous.

The post [ASK AN EXPERT] What’s The Best Place To Look For Grant Opportunities If Your Nonprofit Is New? appeared first on Bloomerang.