Alan Sharpe's Grant Writing Masterclass

1. About this Class: If you are wondering if you should take this master class on grant writing, just consider the top six reasons that funders have for rejecting your grant proposal. Number one, misalignment with funder priorities. Your proposal fails when your project doesn't align closely with the funder's mission, strategy, or desired impact, even if the proposal is well written. Number two, lack of compelling evidence. Your proposal must demonstrate need. It must show impact and effectiveness using data, case studies, and evaluation plans. If you don't know how to gather this evidence or how to present it effectively, your proposal fails. Three, weak statement of need or solution. If you present a vague or poorly defined problem or a solution that seems unrealistic, unfocused, or unsustainable, you quickly disqualify your proposal. Number four, budget issues. Your budget doesn't align with your narrative, or it lacks detail, or it seems padded or unrealistic. When your budget has issues, you sink an otherwise great proposal. Number five, poor writing and organization. Funders read dozens, even hundreds of grant proposals. When your proposal is hard to follow, lacks clarity or is riddled with jargon or typos, funders set it aside and refuse to fund your project. And finally, number six, failure to follow instructions. Missing required documents, ignoring word limits or using the wrong format, results in an automatic rejection, regardless of how well your proposal is written. These six reasons are the bad news, but the good news is that you can learn how to write grant proposals that get funded. That's why I created this course. Right to win is your step by step guide to crafting grant proposals that stand out that speak to funders and that secure your support, the support your nonprofit needs to grow. This course is based on my book of the same name. Whether you're a complete beginner or a fundraiser who wants to sharpen your skills, this course teaches you how to plan, write, and tailor every section of your grant proposal with confidence. Based on over 40 years of real world experience, my net is this master class walks you through the entire grant writing process from understanding the grant making ecosystem to writing the proposal to crafting a budget, to submitting it successfully. I'm your instructor, Alan Sharp. I've written my fair share of grant proposals over the past four decades. I've worked for five non profits as an in house paid fundraiser, and I've spoken internationally as a fundraising consultant. I've written multiple books and handbooks on fundraising, and I'm passionate about helping non profits like yours tell your story and secure the funding needed to change the world. You'll see from the course description that I've structured this master class into clear practical sections that mirror the grant writing process. Over the space of almost 6 hours, I cover everything you need to know to write successful grant proposals. I introduce you to key concepts. I define terms. I describe common mistakes to avoid, and I teach you dozens of best practices. Throughout this master class, I use dozens of examples from a wide variety of nonprofit organizations. Health charities, arts organizations, environmental non profits, international NGOs, charities that work with seniors, charities that work with at risk youth, charities that work with women of color experiencing domestic abuse in the south side of Chicago. In other words. This master class is based on real world nonprofits writing grant proposals to meet real world needs. This master class is comprehensive, practical, and above all, helpful. By the end of this master class, you'll be able to write a compelling funder aligned proposal that avoids the top six blunders, increases your odds of success, and helps your nonprofit make a greater impact. If you're ready to start fumbling and start winning grants, enroll now. Oh 2. Key Terms and Concepts: Welcome to the very first lesson in this course on grant writing. If you're here, you're probably curious about how grants work and maybe even feeling a little overwhelmed by all the jargon. Don't worry. You're in the right place. We're going to take this one step at a time. In this first lesson, we're going to define some key terms, words and phrases that you'll hear again and again throughout your grant writing journey. So think of this as your grant writing dictionary or your grant writing glossary, only way friendlier. Let's start with the big one. The word grant. A grant is a financial contribution made by a foundation, a government agency, or a corporation to a nonprofit organization. That money is meant to support a specific project program, or sometimes just the general operations of the nonprofit, as long as that work lines up with the funder's mission. Now, let's break down some key features of grants so you understand what makes them unique. First, grants are usually awarded through a proposal process. That means most grants are given after a funder reviews a written proposal that outlines your goals, your activities, your budget, and your expected outcomes. Second, grants can be restricted or unrestricted. A restricted grant is meant for a specific purpose like funding a youth literacy program. An unrestricted grant, on the other hand, can be used for general operating support. There are no restrictions on how you can use it. Well, few, anyway. That gives your organization a lot more flexibility. Third, grants are given to advance the public good. That means they're designed to benefit society, whether it's in education, health, the environment, the arts, social services, or somewhere else. And finally, grants come with strings attached. Funders expect you to use the money as intended. They'll ask you for updates. They'll want proof from you that their grant made a difference. So yes, a grant is a gift, but it's a gift with responsibilities attached. Now that we've defined what a grant is, let's talk about how you go about getting one. That's where the grant proposal comes in. A grant proposal is the document or the online application that you write and submit to a funder when you're asking for a grant. It explains who you are, what you're trying to do, why it matters, and how you'll spend the money if they decide to fund you. You can think of it as part persuasive letter, part business plan with a strong dose of research and data to back it up. The act of writing and submitting that application, that's what we call grant writing. Now, more accurately, it's grant proposal writing. But in this field, everybody just shortens it to say grant writing. Something really important to remember, grant writing isn't about using fancy words or sounding poetic. It's about being clear. It's about being persuasive. It's about showing that your project is worth funding, and you don't have to be a professional writer. You just need to tell a compelling story, one that's supported by facts, and one that clearly aligns with what the funder cares about. Now, let's zoom out for a second and ask, why do non profits go after grants in the first place? The short answer is that they need the money. Right? Grants provide the funding needed to launch a new program or expand a successful one or even help cover day to day operations. For many non profits, grants are a financial lifeline. But there's another benefit, too, credibility. If your organization receives a grant from a respected foundation or a government agency, that sends a message. It shows that someone trusted your mission enough to invest in it. And that act can open doors to even more opportunities. But, and this is a big but grants are not free money. Funders expect you to use their funds responsibly. They'll ask for reports. They'll want to see outcomes, and if you don't follow through on your promises, you might not get the chance to apply again. So think of a grant not just as a gift, but as a partnership, a relationship between your organization and the funder, a relationship built on shared goals, mutual trust and accountability. All right, let's wrap up what we've covered in this first lesson. A grant is a financial gift to support a cause or project. A grant proposal is the written request you submit to ask for that grant, and grant writing is the process of putting that proposal together. Grants are powerful tools for non profits, but they require strategy, planning, and follow through. And that's exactly what this course is going to teach you. In the next lesson, we'll explore the world of grant making. You'll learn who gives the money, who receives it, and how the whole ecosystem works together. I'll see you in the next lesson. 3. The Grantmaking Ecosystem: In the last lesson, we covered the basics, what grants are, what a proposal is, and how grant writing works. Today, we're going to zoom out and look at the bigger picture. In this lesson, you'll learn about the grant making ecosystem. Now, that might sound a little technical, but all it really means is this, who's involved in the world of grants? Understanding the people and organizations in this space helps you write better proposals because grant writing isn't just about explaining your project. It's about understanding the relationships between the funding, the funders, the nonprofit. So let's dive in. Every grant making situation involves three key players. First, there are the people or communities with the need. Second, there are the organizations that offer a solution. And third, there are the funders, the ones with the money to make that solution possible. Let's take a closer look at each one. We'll start with the people who have the need. Every grant proposal begins with a problem, one that needs to be solved. Maybe it's a community struggling with food insecurity. Maybe it's a neighborhood without safe after school programs. Maybe it's a rural town with no access to mental healthcare. Sometimes it's seniors living without safe housing. These individuals, these communities, they are the reason the grant exists in the first place. They might not show up in every conversation you have with a funder, but they are the heartbeat of your proposal. So as a grant writer, one of your most important jobs is to clearly describe the need. Funders want to know who is affected. How are they impacted? And why should it matter to anyone else? Because if there's no need, there's no grant. Next, let's talk about the second group in the ecosystem, those with the solution. That's you. That's your nonprofit organization. That's the program or project you're leading. After all, your organization exists to make a difference. You have a mission, you have a plan, and you're taking action, whether that means delivering services, launching programs, or developing new approaches to longstanding problems. Your nonprofit has seen a need and you've stepped up to meet it. Now, let's be honest. Most nonprofits don't have the funds to do all of this on their own. That's why grants matter. So your job, as the one proposing the solution is to make a strong case that your organization is ready and able to make that solution happen. Funders want to know that you're trustworthy, capable and strategic. They they want to see that you have a solid plan, qualified staff, and either a track record or a well thought out strategy that shows you can deliver results. In other words, they're asking, if we give you this money, will you use it wisely and well? All right. Now let's talk about the third group, the ones with the money. These are your grant makers, namely the foundations, the government agencies, and the corporate giving programs. Now, we're going to go into more detail about these types of funders in the next lesson. But for now, think of them as the organizations holding the purse strings. And here's something crucial to understand. Funders don't give grants just to support non profits. They give grants to achieve impact. They want to see change in the world, and they partner with non profits to make that happen. Yes, they care, yes, they want to help, but every funder has a mission of its own. They have specific issues they want to tackle values they want to promote and communities they want to serve. That means they're not looking to fund just any good idea. They're looking for projects that line up with their goals. So your job as a grant writer is to show them that your work helps them fulfill their mission. That your project addresses a problem they care about, that your approach aligns with how they believe change happens. In other words, you're not just asking them to support your organization, you're offering them a way to advance their goals. That's when funding happens. That's when real partnerships form. That's when everybody wins. Now, let's step back and pull it all together. Just kind of mixing my metaphors here. On one end, you've got people in need. They're experiencing real problems and deserve real solutions. On the other end, you've got funders. They have the resources and the desire to make a difference. And in the middle, you've got your organization. You've got the strategy, the people, the passion, and the plan. Your job is to build a bridge between the funder and the need. And that bridge is your proposal. In your grant proposal, you're essentially saying, Here's a problem you care about. We have a solution, and if you fund us, we'll carry it out effectively, responsibly, and in a way that reflects your values. We're talking to the funder. When you think about grant writing this way, it becomes less about the money and more about the relationship with the funder. It becomes about trust, about alignment, about showing that your work is an extension of the funder's mission. And once you understand that, everything else starts to make a lot more sense. All right. Let's wrap up with a quick recap. There are three key players in the grant making system. First, the people with the need. Second, the organizations like yours with the solution. And third, the funders with the resources to make it happen. As a grant writer, your role is to connect these dots to link the need with the funders mission, and to show that your organization is the right one to make the difference. When you do that, you're not just writing a grant proposal, you're creating a partnership that leads to real impact. In the next lesson, we're going to look at funders. You'll learn who they are, how they operate, and the different types of grants they offer. I'll see you there. 4. Types of Funders and Grants: Now that you understand the three main players in the world of grant making, the people with the need, the people with the solution, and the people with the funds, it's time to zoom in on the last group, the funders, because here's the thing. Not all grant makers are the same. They come in all shapes and sizes. Some are tiny, family run foundations led by just one person. Others are massive government agencies with billion dollar budgets. Some focus on helping one neighborhood. Others fund work around the globe, and each one has its own priorities, its own application process, and rules. So in this lesson, we're going to map out the funding landscape. I'll walk you through the four main types of funders, the three most common types of grants they offer, and I'll cover a few things to keep in mind as you search for the right fit. Let's start with the funders themselves. First up, government agencies. Government grants are public funds awarded by federal, state, provincial or local governments. In the United States, this could be the Department of Education the Department of Health and Human Services or the National Endowment for the Arts. In Canada, it might be a federal ministry, a provincial body, or even a municipal program. The same is true of the United Kingdom, Australia, New Zealand, other English speaking countries, they have a very similar function. Government grants are often large competitive. They come with detailed applications, strict eligibility criteria, and a lot of reporting after you receive the funding. Now, the upside is that government grants can provide substantial funding and long term support. But the downside they often require a lot of work, careful, meticulous documentation, and systems to track how you spend the money and measure your outcomes. So, if your nonprofit has the capacity to manage large complex projects, or you're partnering with someone who does, government funding could be a strong option for you. Next, let's talk about private foundations. Private foundations are funded by individuals or families. They usually take that money that they have as families and individuals and they invest it in a large endowment, and they give out a portion of the earnings each year in the form of grants. Some of these foundations are enormous. The Bill and Melinda Gates Foundation, for example, it's a family foundation, and it's massive. Others are small and family run, giving out just a few thousand dollar a year. Most private foundations focus on a specific mission. One might prioritize education, another might care deeply about the environment. So focus on equity, the arts, or animal welfare. Compared with government grants, private foundation grants are often more flexible and more relationship driven. Sometimes you'll need to submit a letter of inquiry first. Other times, you'll need to build a connection with the funder before they'll even consider a proposal. Some are very formal. Others operate more like a conversation. So always read the funder's website and guidelines carefully. Don't just focus on what they fund. Also pay attention to how they fund it. Our third group is community foundations. These are public foundations that serve a specific geographic area, typically a city, a county, or a region. They collect donations from individuals and families and pool those funds and then use that money to support local non profits. If your nonprofit serves a specific place, community foundations can be a fantastic source of support. They care deeply about local well being and often offer smaller, more accessible grants with less red tape. They also tend to be more supportive of new and grassroots organizations. And here's a bonus. Many community foundations also offer more than just money. They might provide technical assistance, networking opportunities, or capacity building support. So community foundations can be a great partner as you grow. And finally, we have corporate giving programs. Many businesses, especially large ones, have charitable giving initiatives. These can be managed through a company foundation or through departments like community relations or corporate social responsibility. Corporate grants usually support causes that align with the company's brand values or employee interests. For example, a grocery store chain might support food banks. A technology company might support STEM programs. A bank might invest in financial literacy. Corporate support can also come in other forms like event sponsorships, in kind donations, and employee volunteer programs. One thing to note, corporations often care a lot about visibility so if your project offers opportunities for recognition or positive public relations, that could help. But don't lead with the logo. Lead with your impact because like all funders, corporations want to see results. All right. Now that we've covered the main types of funders, let's shift gears and talk about the different types of grants that they award. There are three main types that you need to know about. First, we have project or program grants. These are the most common types of grants. They fund a specific activity or initiative. That means the money can only be used for that project, not for your general expenses. So when you're applying, make sure your proposal clearly explains what the project is, what it will achieve, and exactly how the money will be spent. Second, there's general operating support. This is sometimes called unrestricted funding. It helps cover your organization's core expenses, things like salaries, rent and utilities. General operating support is the hardest to get, but it's incredibly valuable. And increasing numbers of funders are recognizing that strong programs require strong organizations and strong infrastructure behind them. And third, we have capital grants. Capital grants are for big one time expenses. That might mean buying a building, renovating a facility, or purchasing equipment. These grants often require matching funds, and they always require proof that your organization is financially stable enough to manage the investment. Let's wrap up with a quick review. There are many types of funders, governments, private foundations, community foundations, and corporations, and each one operates a little differently. These funders offer different types of grants, some for projects, some for general operations, and some for capital expenses. And here's the key takeaway for this lesson. Not every funder is a good fit for your work, and not every grant is the right kind of support for your needs. Your job is to find the overlap between what you need and what the funder is excited to support. In the next lesson, we'll take a closer look at the grant proposal itself. You'll learn what goes into it, the common sections, and how it all fits together. I'll see you there. 5. Anatomy of a Grant Proposal: So far, we've talked about what grants are, who the key players are, and the different types of funders and grants you might come across. Now it's time to pop the hood and take a look at what a grant proposal actually looks like. In this lesson, I'm going to walk you through the different formats that proposals come in. Then we're going to break down the typical components of a full proposal, section by section. By the end of this lesson, you'll have a clear idea of what kind of information you need to gather and you'll have a mental map of the document you'll eventually write. Let's begin with the basics proposal formats. After all, not every funder asks for the same thing. Some want a short letter, others want a ten page proposal with a detailed budget, a timeline, and a few attachments. Some funders use online portals where you have to answer questions in little boxes where there's a character limit. Others want you to send a PDF by email. So how do you know what to prepare? You always, always, always start with the funders guidelines. Most funders will tell you exactly what they're looking for. For example, some give you a downloadable template to fill in. Others issue a request for proposals. It's their way of saying, Here's what we want and here's how to ask us for it. That said, even though formats vary, most proposals, no matter what they're called or how they're submitted, tend to include the same core ingredients. But before we break down a full proposal, let me introduce one very common format. You'll see a lot, the letter of inquiry or LOI. A letter of Inquiry is a short, two to three page letter that introduces your organization and gives a quick overview of your funding request. You can think of it as a teaser or a pitch. The goal is to get the funder interested enough to invite you to submit a full proposal. Sometimes you send a letter of inquiry first. Other times, you go straight to sending the full proposal. So with that in mind, let's talk about what goes into a full proposal. A full grant proposal is like your blueprint for action. It shows the funder what you plan to do, why it matters, and how you're going to do it. Let's walk through the most common sections, starting at the top. First, the executive summary. This goes at the very beginning, but it's usually written last. Think of it as your one page elevator pitch. It includes your organization name, the problem you're addressing, your proposed solution, the amount of funding you're requesting, and the outcomes you hope to achieve. It needs to be clear, concise, and compelling because it's often the first thing a funder reads, and sometimes it's the only thing they read closely. Next, the organizational background. This section is all about who you are and why you're the right organization for the job. You'll share your mission, your history, your past accomplishments, and any relevant experience. You do this because funders want to know, can you actually pull this off if we give you our money? If your organization is new, highlight the experience of your leadership team or partners. Show them you've got the knowledge, skills, and a structure to succeed. Then we come to the statement of need. This is the heart of your proposal. You'll describe the issue your project is addressing. Be specific. Use data. Tell a human story if you can, but back it up with facts. Your job here is to create urgency. You want to help the funder understand the real world impact of this problem and why it needs attention right now. Once the need is clear, it's time to explain what you're going to do about it by stating your goals and objectives. Goals are your big picture aims, the vision you're working toward. Objectives are the smaller measurable steps that will help you get to your goal. Here's a quick way to remember the difference. Goals are broad, objectives are specific. For example, if your goal is to reduce youth homelessness, one objective might be to place 40 teens in transitional housing within the next 12 months. And remember, your objectives should be smart. That is, specific, measurable, achievable, relevant, and time bound. Next is the project or program description. This is where you walk the funder through your plan. What activities will you carry out? Who will you serve? When and where will the work happen? Who's doing what? Think of this section like a roadmap. You're showing the funder that you've thought through every step. A simple timeline can really help here as well. After this comes your evaluation plan. Funders want to know their money is making a difference, so you'll need a way to measure results. You don't need to hire a research firm. You'll be glad to know, but you do need a plan. After all, what data will you collect? How will you know if your objectives are being met? Who's responsible for tracking and analyzing outcomes? A strong evaluation plan shows that you're serious about learning, improving and being accountable. Now let's talk about what happens when the grant ends your sustainability plan. Funders want to see that you've thought beyond their funding cycle. When their funding ends, will the program continue? Will you seek other grants, charge fees, build partnerships, even if you don't have all the answers, showing that you're thinking about the future builds confidence in the funder. Next up, the budget and the budget narrative. The budget is a detailed list of what the project will cost and how much you're asking the funder to cover. This might include salaries, equipment, travel, rent, whatever the project requires. The budget narrative explains those numbers. If you list $5,000 for supplies, the narrative tells the funder what those supplies are and how you arrived at that number. Please know that this section gets a lot of scrutiny, so your numbers need to be logical, accurate, and aligned with what you described in the rest of your proposal. And finally, let's talk about attachments. Many funders will ask for additional documents, things like IRS five oh one C three letters, a list of your board members, your latest financial statements, letters of support, or staff resumes. Whatever the funder asks for, include it as an attachment, and follow their instructions exactly. Leaving out an attachment can sink your proposal, no matter how strong the writing is. All right. Let's recap. Grant proposals come in different formats. Some are letters, some are full documents. Some are submitted through online forms. Your job is to follow the funder's instructions carefully. A full proposal usually includes an executive summary. Organizational background, a clear statement of the need, goals and objectives, a project description, an evaluation plan, a sustainability plan, a budget and budget narrative, and all required attachments. Now, don't worry if this feels like a lot right now, you're going to learn how to write each of these sections later in the course. For now, just focus on understanding the structure. Think of a grant proposal as a puzzle. Each section is one piece of the whole. And once you know what those pieces are, you can start putting them together with clarity and confidence. In the next lesson, we'll talk about how to plan your proposal before you start writing because the best proposals don't start with typing. They start with thinking. See you in the next lesson. 6. Planning Your Grant Proposal: Now you know what a grant proposal looks like and what goes into it, you might feel tempted to jump right in and start writing. But here's something every experienced grant writer will tell you. The writing part is only half the battle. The real success happens in the planning. In this lesson, we're going to walk through what needs to happen before you ever start typing your proposal. These early steps are what separate a rushed generic proposal from one that actually gets funded. So let's talk about how to lay the groundwork for a strong, successful proposal. We'll start with step one. Define your project clearly. Here's the most important question of all, what are you trying to do that may sound obvious, but you'd be surprised how many proposals fall apart because the project isn't well defined. Before you even start looking for grants, you need to have a clear, thoughtful plan, not just an idea. You need a fully formed project. So take a moment and write down the basics. What problem are you addressing? What's your solution? Who will you serve? What specific activities will you carry out? And what do you hope to achieve? The clearer your answers, the easier it'll be to write a strong proposal and ask yourself, why now? What's the urgency? What's at stake if you don't act? One last point here, make sure your project aligns with your organization's mission. Don't chase grants that pull you in different directions. That's called mission drift, and it almost never ends well. All right. Onto step two, gather evidence of the need. Once your project is defined, it's time to back it up with data. Remember, funders aren't interested in opinions. They want proof. They need to know the problem is real and that your project is based on facts. And where can you find that data? Well, try census information, public health records, government reports, school statistics, needs assessments, academic research, even surveys and focus groups that you've done yourself. And don't forget Stories matter too. A personal story can bring your data to life. For example, if your project helps teens facing homelessness, tell a story about one teen, but also include the stats that show just how widespread the problem is. Together, the emotional and the factual create a compelling case. Now let's move to step three, identify the right funders. You know what you want to do and why it matters. Now it's time to ask who funds work like this? This is where research makes all the difference. Look for funders whose mission aligns with your project. Explore their websites, look at who they funded in the past, study their guidelines. Some funders cast a wide net. Others are very specific in what they fund. Let's say you're launching a program for immigrant youth in Toronto. A national foundation that supports youth service across Canada might be a great fit, but a funder that only supports rural healthcare, probably not. The closer the match between your project and the funders priorities, the better your chances of winning a grant. And be sure you meet their eligibility requirements. Some funders only support certain budget sizes. Others work in specific regions, and some don't accept unsolicited proposals at all. Your time is valuable, so be strategic. Only pursue grants that are a good fit. Next come step four. Outline your proposal. You're still not writing yet. You're just sketching the big picture. And to do that, you create a rough plan. Make a simple draft of each section from the proposal format we covered in the last section. And remember, this doesn't have to be polished. You're just organizing your thoughts and spotting any gaps. Maybe you realize you haven't finalized the timeline, or maybe a key staff role isn't fully defined. That's exactly what this step is for. So you can solve those problems now before you start writing. This is also a great time to draft a simple timeline or logic model if the funder requires one. Even a basic table with dates and milestones can help you and your reviewers stay on track. Now, for step five, talk to your team. This step is often skipped, but it's critical. If you work with a team, talk to the people who will actually deliver the program. Make sure everyone agrees on the goals, the activities, and the expected outcomes. You don't want to write a proposal that promises things your team can't deliver or that your board hasn't signed off on. And while you're at it, loop in your finance person early. They'll help you build the budget. And if you're partnering with other organizations such as schools, clinics, and other non profits, confirm their roles and get any letters of support you'll need. Collaboration makes your proposal stronger, but only if everyone's on the same page. And finally, step six, read the funder's guidelines. Then read them again. Highlight every requirement. Note the deadline. Make a checklist of exactly what they're asking for such as page limits, formatting rules, attachments, all of it. You'd be surprised how many proposals get rejected just because someone missed a small requirement. Planning isn't just about your content. It's about logistics, too. Give yourself plenty of time to gather documents, get internal approvals, and build in time for editing. Deadlines for funders are usually firm. You miss one and you're out, at least until the next cycle. Let's wrap up with a quick recap. Before you write a single sentence of your proposal, you should first define your project clearly. Second, gather solid evidence of the need. Third, research and identify funders who are a strong fit. Fourth, outline your proposal and fill in any gaps. Fifth, talk to your team and confirm the details. And sixth, read the funders guidelines twice. Doing this prep work will save you time, prevent mistakes, and lead to a proposal that's focused, aligned, and ready for submission. That's it for this module. In our next module, we will look at the heart of every grant proposal, the statement of need. I'll see you there. 7. Why Need Statement is Vital: The first thing you must understand when it comes to writing grant proposals is that funders don't give money to nonprofit organizations. They give money to change the world, and they do that by giving their money to nonprofit organizations. In this sense, foundations give through you to help someone else. This is a vital truth to understand because your grant proposal isn't about you. It's about the people you serve. For example, if you run a homeless shelter, your grant proposal isn't about how many beds you need. It's about the homeless people who come through your doors who need those beds. If you operate a charity that fights cancer, your grant proposal isn't about your research or your team, and it isn't even about cancer exactly. Your grant proposal is about the people you serve, people who happen to have cancer. Remember this, funders don't give money to nonprofit organizations. They give money to change the world, and they do that by donating to nonprofit organizations. This means the most important section of your grant proposal is the section that describes who the grant will help. Yes, your proposal will describe your organization, and yes, it will describe the program that you need funding for. But the most important part of your proposal isn't about your organization or your program or your budget or your evaluation plan. It's about the need that you meet. Grant writing parlance, this section of the grant proposal is called the Statement of N. The statement of need describes the compelling problem or need that your organization seeks to address. It demonstrates why your project is necessary. The statement of need is also known as the problem statement or the needs assessment. The statement of need is the crucial section in your proposal that illustrates the gap between the current reality and your desired outcome. Here's what I mean. You were looking at a section of a grant proposal created by the Humboldt Senior Resource Center in Eureka, California and submitted to the local Community Cooperative Fund. Page one of the proposal on the left is the cover sheet. And here on page two on the right, the very first thing the charity does is describe the need. Notice that first sentence. Seniors need nutritious meals. That's the statement of need stated in just four words. Let's read on. Typical day, the Humbolt Senior Resource Center provides 400 lunches for seniors who come to our dining centers in Arcata and Eureka. And then they go on to list the many places where they supply lunches to seniors. Now notice the concluding two sentences. The sad fact is that for many of our participants, this lunch is the only nutritionally balanced meal that they can depend on. Hunger increases the risk of disease. In fact, approximately 50% of all health conditions that impact older Americans are directly connected to malnutrition. Notice the language. Our participants, older Americans, seniors. If you summarize this statement of need into one sentence, it sounds something like this. Many seniors in Humboldt County face an increased risk of disease because of malnutrition. This single sentence describes the who, the what, and the why that funders want to see in a statement of need. The who is seniors in Humboldt County. The what is increased risk of disease and the why is malnutrition. Now, in a typical grant proposal, the statement of need takes up at least half a page or around 200 words. But those 200 words are the most important words in the entire proposal. So in this module, you and I are going to examine how to write a compelling statement of need. Over the space of the next few lessons, we're going to look in detail at the five goals you must accomplish when crafting your statement of need. Namely, you must clearly define the problem your project aims to solve. Prove that the need exists using data and research. Describe the impact of the need, Illustrate the urgency of the problem and convince funders that the need aligns with their funding priorities. In the next lesson, let's start by clearly defining the problem that your project aims to solve. See you there. 8. Statement of Need Example 1: Health: Let's look at our first example of a statement of need and reverse engineer it to discover why it works. Here it is. This paragraph is lifted from a grant proposal for a charity that aims to prevent breast cancer. Breast cancer kills, but statistics prove that regular checkups catch most breast cancer in the early stages, reducing the likelihood of death. Hence, a program to encourage preventive checkups will reduce the risk of death due to breast cancer, unquote. Let's look at why this statement of need is concise, yet powerful. First, it opens with a stark fact breast cancer kills. That grabs attention. Second, it immediately provides hope by citing evidence that early screenings save lives. Third, the statement of need clearly links the proposed intervention with the problem. That is, it shows the funder that preventive checkups will address the problem of deadly breast cancer. Fourth, the statement of need uses data to prove the need. But statistics prove that regular checkups catch most breast cancer in the early stages. Now, that statement would be stronger if it cited an actual statistic, such as research demonstrates that regular checkups catch 96% of breast cancer in the early stages. But citing data, even like this in the abstract, demonstrates to the funder that the charity knows the problem thoroughly. Fifth, the tone is urgent but hopeful. This statement of need illustrates a serious issue without making the situation seem hopeless. After all, no funder wants to throw money at a hopeless cause. Overall, this statement of need is effective because it couples a grim statistic with a clear solution. It appeals to both logic and emotion, making a compelling case for why funding a screening program is crucial. In our next lesson, let's look at a statement of need from a nonprofit organization in the education sector. See you soon. 9. A NEED 03 Statement of Need Example 2 Education FINAL: As you discovered in the last lesson, one of the most effective ways to learn how to write a statement of need is to study effective statements of need and to reverse engineer them to discover why they work the way they do. So here is our second example. It appears in a proposal created by a non profit in the city of Chicago in the United States. This nonprofit who's writing this grant proposal, operates a program for at risk youth. The goal of the program is to keep young people in school for as long as possible. I realize that you can't read this statement of need. It runs to 438 words and takes up an entire page in the proposal, but you and I are going to examine it paragraph by paragraph to see why it is so effective. Let's start at the beginning. Every 26 seconds in America, a student drops out of school. Chicago public school students face one of the highest dropout rates in the country. Students who fail to graduate can remain caught in a cycle of poverty while students who graduate are better positioned to become productive and healthy citizens. For Chicago's at risk youth, staying in school is a path out of poverty, unquote. Notice that this statement of need uses a shocking statistic as a way to hook the reader. A student drops out of school every 26 seconds in America. That establishes the magnitude of the problem, but that is a nationwide statistic. So the writer localizes the issue to the community where the nonprofit operates. Chicago public school students face one of the highest dropout rates in the country. The writer then describes the consequences of dropping out of school. Students who fail to graduate can remain caught in a cycle of poverty, while students who graduate are better positioned to become productive and healthy citizens. Now notice what the writer does here. First, the writer states the consequences of not meeting the need, namely, students who fail to graduate can remain caught in a cycle of poverty. And then the writer immediately describes the benefits of meeting the need. Students who graduate are better positioned to become productive and healthy citizens. Then the writer concludes by summarizing the statement of need in the positive. For Chicago's at risk youth, staying in school is a path out of poverty. Second paragraph. The writer now goes into detail about the need. Only 66% of Chicago public school students will graduate from high school, well below the national average of 80%. According to a 2007 study by the National Women's Law Center, this dropout crisis disproportionately affects young women of color. An estimated 40% of African American female students and 37% of Hispanic female students fail to graduate high school. In Chicago, where 87% of public school students are from low income families, and 85% of students are African American or Hispanic, these statistics are particularly troubling. Notice that the writer uses statistics to prove the need. Only 66% of Chicago public school students will graduate from high school, well below the national average of 80%. Then the writer drills down into the statistic to make it human. This dropout crisis disproportionately affects young women of color. Now the writer is getting to the heart of the statement of need. The youth who are at risk, the youth that this nonprofit aims to help are young women of color. The writer cites statistics that show the magnitude of the problem. An estimated 40% of African American female students, and 37% of Hispanic female students fail to graduate high school. And then the writer concludes the paragraph by demonstrating why this is an issue for Chicago in Chicago, where 87% of public school students are from low income families, and 85% of students are African American or Hispanic, these statistics are particularly troubling. Then the writer briefly describes the causes of this dropout crisis. This is a vital step to take in your statement of need. When your proposed program, the one you are wanting to fund, addresses root causes of a need. I'm not going to read all of these causes. I've included the statement of need as a resource for this lesson so that you can study it later on at your leisure. Up until now, the writer has described the need, namely the student dropout crisis in Chicago that disproportionately affects young women of color. Now the writer describes the lack of solutions to this need. These interconnected factors undergird low educational attainment. Yet only 16 schools in the entire 650 campus school district have full time trained social workers to support the academic and social, emotional well being of students. According to a 2012 analysis by catalyst Chicago. This is an important point to make. Funders want to donate their financial resources to meet unmet needs. So you must not only demonstrate that a need exists, but also that it is not being met or that it is being met but inadequately. Now the writer goes into detail about the consequences of not meeting this need. The challenges Chicago public school students face have a significant negative impact on girls and jeopardize their ability to stay in school, namely, higher levels of unemployment than their male peers, lower wages, relying on public support, and high rates of intimate partner violence, binge drinking, HPV, suicide, and teen pregnancy. The writer concludes the statement of need by naming the solution providing additional support to girls in Chicago public schools is imperative in order to ensure that they are able to overcome the significant challenges they face both in school and at home. Our organization's rigorously evaluated work focuses on empowering students to overcome these barriers so that they are able to stay in school and graduate, breaking the cycle of poverty and becoming productive and healthy citizens. So let's recap to see why this statement of need works so well. Well, it grabs attention with a shocking nationwide statistic. It then localizes the issue to the community where the nonprofit operates. It uses statistics from reputable sources to prove that the need is real and urgent. It presents the need by describing the people affected, young women of color, in this case, it describes the root causes of the need. It shows where the gaps are in meeting the need. It describes the consequences of not meeting the need, and it does so in concrete human terms by showing how young women of color are affected. It names the solution. By detailing the consequences of action and then reinforcing that helping these youth stay in school can break the cycle of poverty, this statement of need presents a clear, data driven case. It appeals to the funder sense of urgency and responsibility. After all, if the issue is not addressed, an entire demographic will continue to suffer. But with funder support, these young women can thrive. The combination of hard statistics, clear explanation of the problems causes and impacts, and alignment with the solution makes it a very persuasive statement of need. In the next lesson, we will examine a statement of need from a health charity. See you there. 10. Statement of Need Example 3: Health: If you are a fundraiser who writes grant proposals, and if you are hunting for a way to make your proposals more compelling and more effective, learn how to turn your statement of need into an elevator pitch. An elevator pitch, of course, is a short description of an idea, product, or company that explains the concept in a way such that any listener can understand it in a short period of time. Just imagine that you enter an elevator on the ground floor. In the elevator with you is a funder. You both select your floors. The funder asks you why he should give your charity a grant. Your job is to persuade the funder that there is a pressing need that your non profit should meet, and you must do so in the time you have before the funder reaches his floor and the doors open, and the funder leaves the elevator. In other words, you need to do this within 30 seconds. If you want to see an example of an elevator pitch in action, check out this statement of need from Charity Water. 703 million people in the world live without clean water. That's nearly one in ten people worldwide, or twice the population of the United States. The majority live in isolated rural areas and spend hours every day walking to collect water for their family. Not only does walking for water keep children out of school or take up time that parents could be using to earn money, but the water often carries diseases that can make everyone sick. But access to clean water means education, income, and health, especially for women and kids. Now, if you were running a stopwatch while I was talking, you'll see that this elevator pitch took around 30 seconds for me to deliver. That's 93 words, 30 seconds, one big impact. Let's examine this statement of need in detail to learn why it works. First of all, it immediately conveys the scope and urgency of the issue with a staggering global statistic. 703 million people in the world live without clean water. It then makes that statistic more relatable by way of a comparison. That's nearly one in ten people worldwide or twice the population of the United States. Then in just a few sentences, it paints a vivid picture of daily life for communities that lack clean water. Children miss school parents can't work full time jobs, and everyone risks getting sick by drinking contaminated water. Notice how the writer brings this statement of need to life by describing the effects using concrete language. The majority live in isolated rural areas and spend hours every day walking to collect water for their family. The writer doesn't say the majority live in isolated rural areas and face great hardships collecting water for their families, or they waste valuable time collecting water. No, the writer paints a picture for the funder. Notice the details. They must walk to find water. They must walk for several hours, and they must do this every day. That's a compelling picture of a group of people who have an urgent, compelling need. By describing this hardship in such a concrete way, the writer creates an emotional appeal, helping the funder see the human hardship behind the numbers. Notice also that this statement of need clearly implies the consequences of not addressing the need, namely poor education, continued poverty and sickness. Finally, the statement ends on a positive note, an uplifting note by highlighting what change can bring. Clean water leads to better education, income, and health, especially for women and kids. This aspirational element, this positive ending, helps the funders see the meaningful impact their support will have. This statement of need works because it is data driven, concise, and impactful. It effectively blends statistics with human context. It sets the scene on a global level, shares why it's a problem, illustrates the impact on the community, and then shows the difference a solution will bring an all packed into just 93 words and just four sentences. Now, your statement of need doesn't have to be as short as this, obviously, and you aren't likely to ever step into an elevator with a funder who asks you to pitch your charity before the doors open at their floor. But going through this exercise of turning your statement of need into an elevator pitch pays dividends. For one thing, it forces you to distill the need and your impact into their most compelling essential points. It also forces you to eliminate jargon unnecessary detail that can overwhelm and confuse funders. You increase your chances of grabbing a potential funder's attention quickly when you write an elevator pitch like this. You make it easier to create a memorable and emotionally engaging message, as well. And you align your team around a unified message and purpose. Now that's not bad for 30 seconds of work, eh? That's it for this lesson. In our next session, we will look at our final example of a statement of need, this one from an arts charity. See you there. 11. Statement of Need Example 4: Arts: Sometimes when the time comes for you to craft the statement of need in your grant proposal, you get some help from an unlikely source, the funder. This happens when a funder issues a request for proposals. In the nonprofit world, a request for a proposal or an RFP is a formal document issued by a funder, such as a government agency, a private foundation, or a corporate philanthropy program that invites eligible organizations to apply for grant funding. In the context of non profit grant seeking, an RFP outlines the funders priorities, the types of projects or services they want to support, and the specific requirements applicants must meet. This is the key. RFPs outline the specific requirements that applicants must meet. One of those requirements is the statement of need. In other words, in an RFP, you will be invited to describe the need in a specific way. Now, this is helpful. Because you don't have to hunt around for a suitable need to present to the funder. The funder tells you the need they want to meet and as you asks your organization to describe the need or gap that your organization meets. This is all theory, of course. So let me give you an example. This is a section of a grant proposal created by the Wildwood Foundation for the Arts. They drafted this proposal in response to a request for proposal issued by the Development Commission of the State of Tennessee in the United States. In other words, a department of the government of the state of Tennessee, a department that gives grants to nonprofit organizations, issued this request for proposals, and they invited the Wildwood Foundation for the Arts to submit a proposal. What you see at the top of the page in bold is the instructions from the government department about what the nonprofit is to write in this section of the proposal. Let's discover what the funder wants. Describe the challenges your community faces as a result of the downturn in the coal economy and any steps already taken to meet those challenges. This is what I mean when I say the funder sometimes helps you write your statement of need. Here we discover that this funder requires the nonprofit to describe two things. One, the challenges the community faces as a result of the downturn in the coal economy, and two, any steps already taken to meet those challenges. This sentence is absolute gold to a grant writer because it spells out what the funder wants. And your primary goal in writing a grant proposal is always exactly that, telling the funder about a project that you know they will care about and that they will want to fund. So let's examine the response from this nonprofit, the Wildwood Foundation for the Arts. How do they respond to this request to describe the need? Now, this is going to take a while, so bear with me. Although Tennessee has a long history of supporting the exponential growth of extractive and extractive related industries, it has not historically incentivized or supported small businesses and creative entrepreneurship. This is despite research supported by the Tennessee Economic Commission that shows rural dependence on extractive and manufacturing industries is linked to negative economic consequences, economic diversity in mid Atlantic states, statistics, strategies and guides for action. Provides a review of 40 studies on regional economies and finds that the majority determined that there is a positive correlation between economic diversity and economic stability. Deep breath. This has proven true in Tennessee, where the decline of the mining industry has devastated entire county economies, resulting in low workforce participation, high poverty rates, and greater out migration than in migration. This is one long mess of a response. It misses the mark in a big way. Just look at it. It uses fancy language, extractive and extractive related industries. They mean coal mining. I cites research from the Tennessee Economic Commission. It cites an academic study from Finer at Al. It uses Roman numerals. It takes way too long to get to the point. And more to the point, it doesn't clearly answer their request, which is, you'll remember, to describe the challenges your community faces as a result of the downturn in the coal economy. The good news is that this nonprofit knows the need. They have the facts. They have the research and the understanding. They just need to do a better job of marshalling this information into a statement of need that delivers what the funder is looking for. Again, what does the funder want from the proposal writer? Describe the challenges your community faces as a result of the downturn in the coal economy. So this is how the proposal writer should start the statement of need. All the facts that the writer needs are in the original response. Let's take them and craft them into a better statement of need. We will start with a bang. In Tennessee, the decline of the coal mining industry has devastated entire economies. Fewer people are working. Poverty rates have risen and more people are moving out of Tennessee than are moving in. Notice what we have done. We have taken the sentence that ends the paragraph and made it the opener. That sentence is the one that answers the question that the funder has. It belongs at the start of the statement of need, not at the end. Then notice how we translate the academic bureaucratic language of the original and make it clearer, more human, more compelling. The original speaks in the abstract of the decline of the mining industry. We make that specific by writing the decline of the coal mining industry that everybody knows about in Tennessee. The original says the decline in mining has resulted in low workforce participation. We translate that into language that everyone understands, fewer people are working. The original mentions greater out migration than immigration. We translate that into everyday language. More people are moving out of Tennessee than are moving in. This is how you write a statement of need. You strip away all the citations and Latin expressions and Roman numerals and bureaucratic mumbo jumbo, and you get right to the point by answering the funder's request immediately, clearly and in a human way. Just look at the two statements side by side. The original is 130 words is long in getting to the point and is unclear. The revised version is just 34 words long, grabs attention immediately and answers the funder's request. That's it for examples. In our final and next lesson, or I should say, in our next and final lesson, in this module, I take you through some best practices for crafting a compelling statement of need. See you there. 12. Statement of Need Best Practices: Fundraisers have discovered over the years, over the last several decades actually, that there are a few things you must get right when crafting the statement of need in your grant proposal. I suppose you could call these best practices. So here they are. Clearly define the problem and who is affected. Be specific about the issue your project addresses and who is affected. A good statement of need answers the basics. What is wrong, who is impacted, where and when it is happening and why it matters. For example, in the example we looked at a few lessons ago stating Chicago public schools have a 34% dropout rate, especially among low income minority youth. That is a compelling statement of need rather than writing a vague, our education system needs. Make sure the reader knows exactly what the problem is and its context. Support your claims with data and evidence. Strengthen your case with relevant statistics, research findings and facts. For example, quantifying the problem by writing 703 million people lack clean water shows funders the scope and severity of a need. Reliable data proves you've done your homework, and it lends weight to your argument. Just remember two things. First, make sure you cite data from credible sources such as government reports, studies, and needs assessments to establish urgency and credibility. And second, cite facts sparingly. Yes, cite the most compelling and recent stats, but don't overload your reader with too many numbers. The key to clarity is brevity. Demonstrate the consequences of inaction. Explain what will happen if the problem is not addressed. Funders need to grasp the urgency of the need. What are the stakes if we ignore this issue? Will more lives be lost? Will cost to society grow? Will a generation fall behind? Paint a picture of the likely future. For instance, continued cycles of poverty, if students drop out or ongoing illness and economic stagnation, if a community lacks clean water. This helps convey why the funding is needed now. Showing dire outcomes that are backed by data and examples creates a sense of urgency and responsibility in the reader. Appeal to emotions with real stories or examples. While data is crucial, pairing it with a human element makes your statement of need resonate on a personal level. So consider including a brief narrative or example that illustrates the problem's impact on real people. This could be a short anecdote about an individual or family affected by the problem that you aim to solve. For instance, in a recent lesson, we saw how Charity Water implicitly had to funder imagine children and mothers trekking long distances every day for dirty water. That picture evokes empathy in the reader. A human interest story can vividly show the pain or challenge caused by the issue and thus make it real for the reader. Emotional appeal, when combined with facts, inspires funders to care deeply about the cause. Just keep your stories truthful and relevant. Avoid overly sentimental and unrelated stories. Keep the tone urgent but hopeful. A common mistake that grant writers make that fundraisers make actually is painting a picture that's so grim that the situation seems hopeless. Instead, strike a balance by being honest about the seriousness of the need while suggesting that improvement is possible. For example, in the proposal that we looked at that involves breast cancer, the statement of need started with a harsh reality but immediately followed with a hopeful solution. Breast cancer kills, but Statistics prove that regular checkups catch most breast cancer in the early stages, reducing the likelihood of death. Your statement of need should make funders feel concerned but also empowered to help. Emphasize that their support leads to positive change, whether it's lives saved, graduation rates improved, or communities revitalized. This hopeful framing reassures funders that an investment in your project yields meaningful results, and it motivates action rather than despair. Align the need with your mission and the funder's priorities. Show that the problem you've identified resonates with the interests of the funder. Ensure that the need you describe is one that you know the funder cares about. This means using language and examples that connect to their mission. If the funder focuses on health equity, for example, highlight relevant aspects of the need, such as disparities in who is affected by the problem. This alignment shows the funder that funding your project will advance shared goals. In other words, their goals and your goals, but primarily theirs. Focus on the community's need not your organization's need. Always frame the need in terms of the people or cause that needs help, rather than the fact that your nonprofit lacks resources. Avoid writing statements like, we need a new building or we don't have enough staff as being the core problem. As one grant writer once said, your lack of funds is not a statement of need. Instead, describe the underlying situation causing harm or gaps in service for the community. For example, don't write. Our shelter needs ten more beds. That's your need. Instead, focus on the people in need. Right? Homeless families have nowhere to sleep during winter. By keeping your focus external on the issue and on those impacted you make a stronger case that funding will address a real problem, not just pad your budget. Be concise and logical in structure. A statement of deed is typically only a few paragraphs. So make each sentence count. Present the problem and supporting facts in a logical flow. For instance, start with an overview of the problem, then share key stats, then describe impacts or root causes, and finally, lead toward the solution. Organize the statement of need so that it's easy to follow and stays on point. You can use brief headings or a narrative flow, but avoid rambling or going off on tangents. Keep paragraphs short and focused. A clear and well structured needs section helps your potential funder quickly grasp the issue and stay engaged. By following these best practices, namely grounding your case in data, illustrating the human impact, demonstrating urgency, and clearly linking the need to achievable outcomes, you craft a statement of need that compels funders to support, well, I shouldn't say compels because they might decline, but encourages them to support your cause. A strong statement of need sets the stage for the rest of your proposal, persuading funders why they should care, and ensuring they understand the significance of the problem you aim to solve. This is the last lesson in this module. In our next module, we look at how to write the project description. See you in a bit. 13. Align with Community Needs and Funder Prioritie: Writing the project description section of grant proposals is one of the most crucial steps for non profit fundraisers. Your project description, which is also called the project narrative is the heart of your proposal. It's where you explained what your project will do, why it matters, and how you'll achieve it. Many experienced fundraisers consider the project description to be the most important part of a grant proposal after the need statement. In this module, we're going to examine some best practices for crafting an effective project description. The first best practice is to ensure that your proposed project directly addresses the community problem or need that you identified in your statement of need, and that it aligns with what the funder cares about. A common mistake is to describe a broad problem, but propose a solution that only tackles part of it. This disconnect weakens your proposal. Instead, clearly show how your project solves the specific problem and advances the funder's mission. After all, grant makers are more likely to fund projects that both address a well defined need and match their funding priorities. In practice, this means you must frame your project in terms of benefits to the community, not just the needs of your organization. For example, let's say your nonprofit works with youth and tackles the issue of youth homelessness. Your project description must describe how the project will reduce youth homelessness rather than meet an internal need, such as we need funding to hire a case manager. When it comes to aligning your project with what the funder cares about, research the funder's published mission statement and goals. If the funder issued a request for proposals, you will find these in their request for proposal. If you are addressing the funder proactively, in other words, without an RFP, you're doing it on your own initiative, you will find their mission statement and funding goals and priorities on their website. Then use similar language to describe how your project furthers that mission and advances those goals. This alignment demonstrates relevance and increases your proposals chance of success. Let me give you an example. Let's say you're an environmental non profit in the United Kingdom. You discover the John Ellerman Foundation, a private family foundation whose mission is to advance the well being of people, society, and the natural world. So you visit their website. You search their website for their funding guidelines. You find them at the top of the page under apply for funding. Second item down what we fund. Then you scroll down on that page to discover their funding priorities for the environment. Notice the three sections. Our aim, what we fund, and what we are looking for. When it comes to writing your project description, it doesn't get much better than this. Here, in a few paragraphs, this foundation tells you what you need to mention in your grant proposal to get their attention. They show you the words and phrases and terms that they use to frame the issues that they care about and that you care about. Let me give you just one example. In our aim section, they say, our aim is to achieve greater harmony between people and nature through the protection, restoration, and sustainable use of the natural world. In the What we fund section under the ocean, they talk about protection, restoration, and sustainable use of the ocean. There's that word again, sustainable sustainable use of the natural world and sustainable use of the ocean. Now, look under what we are looking for. There it is again. This foundation is looking for nonprofit organizations that look for sustainable solutions, unquote. This is just one example of one phrase that this funder uses to describe what they care about. Read through this page, and you'll find many others. Your goal is to match the language of your project description with the language that the funders use to describe their mission and goals. This alignment demonstrates relevance and increases your proposals chance of success. If you want to, you can even make this alignment explicit. Going back to our example of the nonprofit that works with homeless youth, let's suppose that your grant proposal, statement of need highlights a 30% rise in unemployed youth in your city. To align with this need, your project description could propose a job training and placement program for 100 youth, explicitly showing how this will reduce youth unemployment. If you discover that a funder's funding priority is economic empowerment, you could mention that your project empowers youth economically by providing job skills and employment opportunities, directly tying into the funder's focus and your project. You might say, our project will address the rising youth unemployment by providing accredited job training workshops and internship placements, which aligns with ABC Foundation's mission to promote economic self sufficiency among disadvantaged youth. As you can see, this sentence clearly aligns the project with both the statement of need and the funder's priorities. A quick recap. When writing the project description, you must identify the specific community need that your project will address and avoid mismatches between the problem and your solution. You must demonstrate that the project description matches the statement of need, which is to say, if the problem is X, then your project must directly tackle X. You must focus on community benefits, not your organization's internal needs. In other words, the grant is for the community impact, not just for your nonprofit. And you must analyze each funder's mission and priorities and then tailor the project description to demonstrate alignment. In the next lesson, you and I will examine how to create a detailed project plan. See you there. 14. Create a Detailed Project Plan: In an effective grant proposal, the project description not only spells out what you're going to do, it also spells out exactly how you are going to do it. This means detailing your activities, your timeline, and logistics in a logical sequence. When funders read your project description, they must be able to visualize your project unfolding step by step. To do this, you make sure your project description includes a detailed project plan. You include specifics about what tasks you will complete, who will carry them out, when and where they will happen, and how they will be accomplished. For example, if your nonprofit works with children and if your project is a year long after school program, then you describe the schedule activities, the key milestones, and the personnel or partners responsible for each component. This is what it looks like. Under schedule of activities, you describe the weekly tutoring sessions, the monthly workshops, and quarterly exams. Under key milestones, you describe the program launched in September, the mid year evaluation in January, and the end of year assessment in May. And under personnel and partners responsible for each component, you describe the role of the program coordinators, the class supervisors, the instructors, and the mentors. Providing a timeline or work plan like this greatly strengthens your project description because it demonstrates that your organization has thought through the implementation in detail. Overall, your goal with your project description is to give funders confidence that you have a concrete, organized plan to achieve your stated objectives. Here's what this looks like in the real world. Imagine that a nonprofit is proposing a community gardening project to improve neighborhood nutrition. A detailed project plan in the description might say, from March to May, we will recruit 50 local volunteers and a part time horticulture expert. In June, we will build 20 raised garden beds in the Billings Community Center lot. July through September, we will conduct twice weekly gardening workshops and nutrition classes for 30 families. By October, we will harvest at least 200 pounds of produce to distribute to participant families. You'll notice that this project plan takes a narrative form. It tells a story as it were. This narrative specifies the who, the what, the when and where of the project. The who is volunteers and a horticulture expert. The what is garden beds, workshops, classes, and produce distribution. The W is the timeline from March to October with key milestones along the way. And the W is the Billings Community Center lot. As you can see, this project plan gives the project a sense of scale. One other thing you may want to include is an explanation for any of the decisions you made in arriving at this plan. For example, you could note we chose the community center because of its central location and existing kitchen for cooking classes to justify your approach. Explanations like this help funders see that your project is feasible and well thought out. To see what I mean, just consider the opposite. Consider a vague description like we will start a community garden and teach people about nutrition. That project plan, if I may even call it that leaves too many questions unanswered. Being specific and thorough in your plan demonstrates your competence and preparedness. Now, a word about how to present your project plan. As we have just seen, you can present it as a narrative, as a story. Another option is to present it as a schedule like this. Months one and two, hire and train two outreach workers. Months three and four, identify and enroll 100 participants through community events and social media outreach. Months five through 12, conduct weekly training sessions at the community Hall with bimonthly progress check ins. A third option is to present the plan as a Gant chart like this. A simple Gant chart presents the plan visually, illustrating the timing of activities. Gant charts, of course, don't give you much room to describe what you are going to do or who does it. They are useful primarily for presenting your timeline. Here are the key steps you must take when creating your project plan. Activities description. Clearly describe the core activities of the project. Alignment of responsibilities. Specify who will carry out each task. Timeline, provide a timeline or schedule, including phases, start and end dates for activities, and milestones for achievements. Then if you want to include two optional sections, your rationale and anticipated challenges. For your rationale, include a brief justification for the methods and sequence of events you have chosen, especially if multiple approaches exist. For anticipated challenges, acknowledge any challenges you may face during your implementation and how you'll address them. In the next lesson, let's look at why and how you must focus on outcomes and impact. See you in a minute. Oh 15. Focus on Outcomes and Impact: When you sit down to write your grant proposal, remember that funders are ultimately investing in results. They are investing to make a difference. They want to know what will change because of your project. This means your project description doesn't just list activities, it connects those activities to meaningful outcomes. It emphasizes the outcomes you expect and the impact your project will have on the community. So let's talk about how you focus on outcomes and impact when writing your project description. First of all, clearly state the intended benefits or changes for your target population, and whenever possible, quantify them. For example, instead of merely saying we will offer mentorship to youth, explain the outcome. 50 at risk youth will complete our mentorship program, and we anticipate at least 40 or 80% will improve their school attendance and grades within one year. By highlighting outcomes like this, you answer the funder's critical question. And that is, so what difference will this project make? That's what they want to know. Second, make sure you tie outcomes back to the need that you established at the start of your proposal in the statement of need. In that section of the proposal, you stated that there's a problem, and you describe that problem and the anticipated consequences of not solving that problem. Now, in your project description, show how your project success will alleviate or solve or meet that problem. For example, if in your statement of need, you stated that unemployment is a problem in your community. Describe in your project description how your project will address that need. You could do it like this. As a result of our job training project, we expect 60% of graduates to secure employment within three months, increasing their household income and economic stability. Now, link that impact back to the statement of need. This will contribute to a lower unemployment rate in our community and reduce reliance on food pantry services as more families achieve self sufficiency. Third, frame the impact in terms of the funder's mission or social benefit. For instance, note how your project will contribute to broader goals like reducing poverty, improving public health, and increasing educational attainment. A focus on impact demonstrates that you are results oriented and committed to making a real difference, which is exactly what grant makers want to see. Let's look at a detailed example of how to focus on outcomes and impact when crafting your program description. A nonprofit arts organization is seeking funding for an after school music program for underserved children. In its project description, after detailing activities, it focuses on expected outcomes. By the end of the school year, 90% of the 60 children in our program will have learned to play an instrument at beginner level, and at least 70% will report improved self confidence and creative expression as measured by pre and post program surveys. We anticipate this will lead to better school engagement. In fact, studies show that students involved in music are 20% more likely to stay in school. You'll notice that this section tells funders exactly what success looks like and why it matters. Notice the outcomes, improved self confidence, better school engagement, and increased numbers of students staying in school. Notice how this statement also implicitly ties into a broader impact, namely keeping kids in school and enriching their development. By contrast, if the description only said we will teach kids to play an instrument and hope it inspires them, the outcome and impact would be vague. So always connect actions to results. To summarize, define outcomes, not outputs. Outputs are the immediate products of activities. Outcomes are the changes or benefits that result from the project. For example, you can tell a funder that their grant of $10,000 will drill a well in Namibia that supplies drinking water to an entire village. But all you have done is state the output, a new well. When you tell the funder that this new well will reduce the incidence of cholera and malaria in the village, that this well will save lives and that it will allow villagers to spend more time earning an income instead of fetching water, then you are describing outcomes. 16. Use Data and Evidence for Credibility: Your grant proposal has to persuade funders of three primary things. First, there is a problem. Two, you have designed a project that will address that problem, and three, your nonprofit is the right organization to implement that project. One way to make your proposal more effective is to use data, research and evidence to back you up. You'll remember from earlier lessons that one of the best places to use data and research is in the statement of need. Citing facts and figures demonstrates to funders that a need exists and that the charity knows the problem thoroughly. Another good place to use data, research, and evidence is in your project description. Remember, you want to persuade funders that you have designed a project that will address that problem that you described in the statement of need. And you can do that by using data, research, and evidence to prove your case. When you bolster your project description with solid data and evidence, you convince funders that your project rests on a firm foundation of facts. Data is critical both in describing the need for your project and in justifying your approach. Statistics, research findings, and factual statements demonstrate both the severity of the problem and why your proposed solution is logical and likely to succeed. Remember, many grant makers, especially large foundations and government funders, want to see proposals that are driven by evidence, not just good intentions. For example, if you are proposing a literacy program, including data like 35% of adults in our county read below a fifth grade level shows a compelling need. Now, as you describe your project strategy, you might cite further evidence or past results, such as our approach is based on a proven model. A similar program in a neighboring city increase literacy rates by 20%. Using data in this way strengthens your narrative by showing that you understand the context and have chosen your methods wisely. It moves your proposal from anecdotal to evidence based. Here's another example. A homeless services nonprofit is writing a grant proposal to expand its shelter capacity. In the project description, they weave in data such as last year, an average of 50 individuals per night were turned away due to lack of beds. Local government reports show a 25% increase in homelessness over the past two years. These statistics underline the urgency and scale of the problem. When outlining the project, they add, we will implement the housing first model, which has a documented 85% success rate in stable housing retention for chronically homeless individuals. By providing these facts, this nonprofit demonstrates that the project is grounded in identified needs and proven practices. A funder reading this sees not only heartfelt concern, which they want to see, but also hard evidence that justifies investing in the project. Data turns assumptions into compelling arguments. Your primary goal in using data, research and statistics in your project description is to persuade funders that you are proposing a tested and proven approach, or at the very least, an approach that is backed up by evidence. To be persuasive, your data must meet three tests. First, it must be relevant. The facts and figures you cite must work directly to prove your point that your project is a sound investment. They can't be tangential or somewhat related. Every proof point you cite must do exactly that. Prove your point. Second, your evidence must be up to date. After all, you can present a fact that is relevant, but years or even decades out of date. So make sure you cite the most recent facts. Third, and finally, without making your proposal read like a college essay, always cite your sources. Facts are only persuasive when they come from credible sources. So cite your sources. Let's see what all of this looks like in an actual proposal. This grant proposal is from a nonprofit in Hartford, Connecticut, called Knox. Knox manages and maintains 21 community gardens throughout Hartford. At the top of the page, the proposal begins by describing the need. Hartford is a food desert with limited access to fresh, affordable food in many neighborhoods. This is because many Hartford neighborhoods are located over one half mile from a supermarket. And there's the first data point. The writer cites a report published by the USDA Economic Research Service. This fact is from a federal government agency, so it's credible, and it's dated 2021, the year before this proposal was written, so it's up to date. Now the writer describes the project in detail. Knox will expand access to growing space by installing water systems at two gardens that lack water access, repairing water pipes at one garden, repairing fences at two gardens to protect produce, and so on. Now notice this detail. Knox will also replace worn out lumber garden beds with double stacked composite beds, which last 25 to 30 years while the lumber that Knox currently uses lasts three to seven years. Again, notice that stat. It is from Trex, a lumber manufacturer, so it is credible. And it is from 2022, so it is up to date. A little further down in the project description, the writer describes who the project will help. This project will serve Hartford, Connecticut. The population is 120,000, 576. United States Census Bureau 2021. A staggering 28.1% of Hartford residents live in poverty, compared to 10.4% of Connecticut residents. Town charts 2021, and so on. The writer cites the United States census, the Hartford City Plan, and multiple other sources to demonstrate the need for the project and to persuade the funder that the nonprofit understands the problem and has a well thought out evidence based project to address that problem. This is how you use data and evidence to establish and build credibility. That's it for this lesson. Coming up, let's look at the anatomy of a project description. See you soon. 17. Anatomy of a Project Description: One way to learn how to write the project description section of a grant proposal is to review the project description section of a grant proposal that was successful in securing a grant. So let's look again at the grant proposal from the Humboldt Senior Resource Center. First, before we analyze a project description, let's remind ourselves about the statement of need, which sets the stage for the project. You'll remember maybe possibly from earlier on, that the Humboldt Senior Resource Center serves 400 seniors daily through its nutrition programs across several California communities. Many recipients are low income. They live alone, or they are homebound. Some are even homeless. For many, the meal they eat at the Humboldt Senior Resource Center is the only nutritionally balanced meal they receive each day. The organization emphasizes fresh meals made from scratch using local and organic ingredients when available. But local farmers often can't meet the necessary volume. Additionally, the cost of sustainably grown food is higher, about $0.75 more per meal posing a significant financial burden. The Humboldt Senior Resource Center, funding has not kept pace with rising costs, and they've already cut services and depleted their reserves. Yet they continue to serve a vulnerable population at risk for malnutrition related health conditions, while also supporting the local agricultural economy. This statement of need clearly demonstrates why the project is needed. It addresses senior hunger, supports local farmers, and delivers better long term health outcomes. Now let's look at the project description. I am going to read it word for word and then examine it in detail. Here goes. Locally and sustainably produced nutrition for seniors. The Humboldt Senior Resource Center will hold three special events during the 2015 summer harvest season to promote healthy eating. Once a month, for three months, we will provide 400 meals made entirely from sustainably produced local products, organically grown if possible. The meals will be served at our three congregate dining centers in Arcata, Eureka, and Fortuna, and to the participants in Redwood Coast Pace, and our Adult Day Health Services Program. They will also be delivered to homebound seniors who are too frail to cook or shop for themselves. This is an adaptation of the farm to school program developed by CAFF to connect schools to farms in the classroom, on the farm and in the cafeteria. Instead of children, our program serves seniors. We will educate our participants about the benefits of nutrition and healthy food choices. We will demonstrate the superior taste of fresh food and increase awareness of access to locally produced food available in the grocery stores and farmers' markets. In addition to helping people make healthy eating and living choices, we want to respond to the increasing des. We want to respond to the increasing desire for sustainable, locally grown, fresh and health promoting food. Nationwide, the senior population will double during this decade. People are living longer. Those who reach age 65 can expect to live another 19.2 years. It is in the best interest of our community to keep our elders as healthy and independent as possible. The Humboldt Senior Resource Center is also reaching out to the youngest and fastest growing sector of seniors. That is, baby boomers. This generation is very interested in healthy eating and sustainable agriculture. They are also at the greatest risk of senior hunger. This project will showcase our dining program and increase participation. During the 2014 harvest season, we serve six such meals. So we are confident of our ability to make this project happen. It takes a little more work. It costs a little more money, and it is worth it. The end. Let's start with what this project description gets right. First, it has clear specific goals. The description outlines a tangible and time bound initiative, three meals during the 2015 summer harvest season, using 100% locally sourced sustainably grown food. The meals will be delivered across all nutrition programs of the Humboldt Senior Resource Center. This clarity helps funders visualize the scope and scale of the initiative. So here's your takeaway. Define exactly what your organization will do, how many people it will reach, and when second, the project description is tied directly to the need. The project is a natural extension of the needs described earlier. The added cost of fresh local ingredients is the barrier, and the grant would cover that gap for three special events. This ensures alignment between problem and solution. So here's your takeaway. Your project description should directly address the problems you identified in your statement of need. Third, it builds on a proven concept. The Humboldt Senior Resource Center adapts the well known farm to school model to serve seniors, adding credibility, and making it easier for the funder to understand. They also note that they successfully serve six similar meals the previous year. So here's your takeaway. Demonstrate experience or a proven model when possible. Funders want to reduce their risk. Fourth, the project description features multiple benefits from one project. The description doesn't just focus on feeding seniors. It emphasizes economic benefits to local farmers, educational benefits to seniors around healthy eating, increased awareness of local food systems, and long term health savings for the community. That's a lot of benefits for one program. Your takeaway is that you should highlight the ripple effects or the compounding effects of your project. Funders love multidimensional impact. Now let's look at what could be improved. First of all, this statement lacks a strong objectives section. Although the description is rich in narrative detail, it doesn't clearly list measurable objectives, such as we aim to increase meal satisfaction scores by 10%, or we will engage 30 local farmers. My recommendation is to include two to three SMRT objectives in your project description. Smart objectives are specific, measurable, achievable, relevant, and time bound. I explained how to use them later in this course. The second problem is that there is no implementation timeline other than the event dates. While the description mentions that meals will take place once per month over three months, it lacks detail on when planning and prep will begin, who will coordinate with farmers, how meals will be delivered logistically. This project description would be stronger if it contained a simple timeline with prep execution and evaluation phases. The third issue I have with this project description is that the writer has not defined roles and responsibilities. The proposal doesn't say who will manage the events, source the food, coordinate with farmers, prepare the meals, or evaluate success. Again, this project description would be stronger if it named the key staff or partners involved and describe their roles. A fourth issue I have is that the stages of the project are buried in the narrative. The Humboldt Senior Resource Center will hold three special events. We will educate our participants about the benefits of nutrition and healthy food choices. This project will showcase our dining program and increase participation. As I say, these stages are buried in the proposal. You can't see them at a glance. More effective way to write this project description is to either make each stage bold like this so that a funder can see each stage in the narrative description at a glance or to break up the project description with subheads like this, with a subhead dedicated to each stage. These subheads can even be numbered. Organizing and formatting your project description in this way helps your funders understand your project a lot more quickly and easily. That's it for the pros and cons. This project description does a lot right. It's mission aligned, people focused, and rooted in both data and lived experience. It shows a compelling local solution to a national problem. But like many grant proposals, it would benefit from stronger structure, including clearly defined objectives, timeline, and roles. As you write your own project descriptions, make them real. Describe the people, places, and outcomes involved. Make them measurable. Funders need to see how you'll track success and make them doable. Show that you've thought through logistics and staffing and make them matter. Tie your project to broader community impact. When your proposal tells a good story and shows good planning, you'll earn the funders trust and their investment. That's it for this module on writing the project description. In the next module, we will examine how to set goals and objectives as part of your grant proposal. See you there. 18. What Is a Project Goal?: If you're new to grant writing, you might be wondering, what exactly is a project goal? How is it different from an objective or an outcome? By the end of this lesson, you'll have the answers. You'll know what a project goal is, how to write one that funders understand, and how to avoid the most common mistakes beginners make. Let's dive in. First, what is a project goal in a grant proposal? A project goal is the big picture purpose behind your grant proposal. It's the change you hope to make in the world or in your community if you receive funding. It describes what you want to accomplish through your project. It's broad, high level, and usually not measurable on its own. A strong goal tells the funder three key things, who you plan to help, what general benefit or service you'll provide, and where that impact will take place. Let's look at a few examples so you can hear what a strong goal actually sounds like. If you're a homeless shelter, your goal might be to provide safe, temporary housing and support services for homeless individuals in downtown Cincinnati. If you're an environmental nonprofit, your goal might be to restore native habitats and improve biodiversity in the coastal wetlands of San Mateo County. If you run an art therapy program, your goal might be to improve mental well being and reduce social isolation among seniors through free art therapy workshops in Winnipeg. Each of these goals paints a clear picture of what the organization hopes to achieve without diving into specifics like how many people will be served or how long the program will run. That level of detail comes later in your objectives. So let's talk about goals versus objectives. What's the difference? Well, I never used to understand this until recently. This is where many beginners get confused. And here's a simple way to remember it. A goal is the destination. An objective is the roadmap that gets you there. Let's go back to that art therapy example. The goal was to improve mental well being and reduce social isolation among seniors through free art therapy workshops. That's your big picture vision, your goal. A matching objective might be host 12 art therapy workshops for 60 seniors over a six month period with at least 75% of participants reporting increased well being. As you can see, the objective breaks down the goal, and it breaks it down into something specific and measurable. Now, we'll go deeper into smart objectives in a future lesson. But for now, just remember goals are broad. Objectives are specific and narrow. Now, why do goals matter in a grant proposal? First of all, your goal shows the funder that you have a clear purpose, that you've thought through the change you want to create. Second, your goal sets the tone for the rest of your proposal. It gives everything direction and focus. And third, many funders skim. If your goal is vague or confusing or buried too far down in your proposal, the funder may stop reading and may never see it. A strong project goal invites the funder into your story. It helps them instantly understand why your work matters. So how do you write a strong goal? Let's walk through it step by step. Step one, start with an action verb. Words like provide, improve, increase, restore, or expand. Show that your organization is doing something concrete. Step two, identify your beneficiaries. Be specific about who you're helping. Think low income families, indigenous communities, youth with disabilities, whoever your work is focused on. Step three, clarify what you will do. Summarize the kind of service or support you're offering. Think broad, such as housing, education, health care, training, and counseling. Step four, include your geographic focus. If your project is local or regional, name the city, the county or area you're serving. This gives funders essential context. Here's an example that brings all these elements together to expand access to free mental health counseling for low income adults in the greater Phoenix area. That's a strong goal. It starts with an action verb, expand access. It identifies the beneficiaries, low income adults. It states the service, mental health counseling, and it names the location, greater Phoenix area. Now let's talk about what to avoid when writing your goal. There are three common mistakes. The first blunder don't include numbers or deadlines. That level of detail belongs in your objectives. Your goal should stay big picture and non measurable. Second, avoid making your goal all about your organization. Funders care about the people you serve, not just your growth. So avoid language like to support the development of our nonprofit. As a goal. Instead, focus on your impact in the community. And third, don't be vague. A goal like to make a difference in our community sounds nice, but it doesn't tell the funder anything about what you actually do. Remember, specificity builds credibility. So always aim for clarity. Let's wrap up with a quick review. A project goal is a broad statement of what you want your project to accomplish. It's different from an objective. An objective is specific and measurable. A strong goal starts with an action verb, names your beneficiaries, describes your service, and includes a location when relevant. Avoid numbers, internal language, and vague phrasing. And when in doubt, keep your project goal simple, clear, and focused on impact. In the next lesson, we'll take this even further. You'll learn how to craft a compelling goal statement that doesn't just inform the funder, but captures their attention. See you there. 19. Crafting Clear and Compelling Goal Statements: In the last lesson, you learned what a project goal is and how it differs from an objective. You also saw some real world examples of strong goals written by non profits just like yours. Now we're going to sharpen your skills even further. In this lesson, you'll learn how to write a clear and compelling goal statement, one that grabs a funder's attention and makes them want to keep reading. Let's get started. First, why does clarity and compelling language matter? It's simple. Funders review hundreds sometimes thousands of proposals. Too often, those proposals begin with a goal statement that's vague, confusing, or just plain, boring and forgettable. And that's a problem, because if your goal isn't clear and engaging, the rest of your proposal becomes an uphill climb. But a strong, well written goal, that does the opposite. It makes your proposal easier to understand, and it positions your organization as focused, capable, and mission driven. So, Alan, what makes a goal statement strong? There are four qualities you want to aim for. First, it's clear. Your goal should be easy to understand on the very first read. So avoid jargon, acronyms and long winded phrasing. Second, it's beneficiary focused. Center your goal around the people or community you serve, not your internal goals as an organization. Third, it's action oriented. Use strong verbs that show what your project will do. Words like provide, support, expand, restore, increase. And fourth, it's purpose driven. A good goal communicates the why behind your work. It's not just a list of services. It's about the impact those services will create. Let's look at a few examples to hear what this sounds like in action. Here's a weak goal to offer a variety of programs and services to meet our mission. Now, what's wrong with this goal? Well, it's vague. It doesn't say who benefits, and it tells the funder nothing about the actual project. Now, here's a stronger version. To provide mental health counseling and peer support to low income adults in Clark County who are experiencing anxiety. That's much better. It's clear. It focuses on the beneficiary, it's action oriented, and it communicates the deeper purpose of the work. Let's try another example. Here's a weak goal from an arts non profit to increase access to the arts. Well, this is a start, but it's way too broad. What kind of arts? For whom and where? Here's a stronger version. To offer free, inclusive art workshops to adults with disabilities in the Halifax region, supporting creativity, confidence, and social connection. Now, that, excuse the pun, paints a clear picture. You can see the difference, right? So how do you write a goal like that? Let's walk through a simple step by step framework. You can think of it as answering four questions in just one sentence. These are the four questions that funders have buzzing around in their minds. Question number one, what action will you take? Start with a strong verb. Question two, who will benefit? Be specific about your target population. Question three, what will you provide? Describe the service or support you'll offer. And four, where will the impact happen? Include the location if it's relevant. Let's build one together. Step one, start with the action, provide free legal support. Step two, add the beneficiary to survivors of domestic violence. Step three, add the service through trauma informed counseling and advocacy. And step four, add the location in the Seattle Metro area. Now, put it all together. Our goal is to provide free legal support, trauma informed counseling, and advocacy to survivors of domestic violence in the Seattle Metro area. That is a strong goal. And here's a pro tip. Customize your goal statement for each proposal. Let's say you're applying to a foundation that focuses on racial justice. On the left is your original goal, the one we just created, and on the right is an example of how you could tailor your goal to highlight that part of your work, to provide culturally responsive trauma recovery services to Black women, survivors of domestic violence in the Seattle Metro Area. Remember, you are replying to a foundation that focuses on racial justice. So your tweaked goal describes your culturally responsive trauma recovery services and mentions that you offer these services not just to survivors of domestic violence, but to Black women survivors of domestic violence. You don't change your mission. You simply highlight what's most aligned with the funder's priorities, and you do that in your goal. Now let's go over a few best practices to keep your goal strong and focused. First of all, keep it short. One or two sentences is ideal. Funders appreciate brevity. Use plain language. Write like you talk. If a tenth grader can understand it, you're doing great. Focus on outcomes. Instead of saying to host weekly job readiness classes, which is an output, say to help low income adults gain employment through job readiness classes. That's an outcome. Avoid internal language. Don't say to support the growth of our outreach department. Funders care about the people you serve, not your org chart. And finally, lead with strong impact driven verbs. Verbs like provide, support, improve, expand, restore, connect, and increase. These words help funders immediately understand the value of your work. Let's wrap up. Your project goal is the heart of your proposal. It must be clear. It must be concise and it must be focused on the people you serve. It should describe what you'll do, who it will benefit, what you'll provide, and if it matters, where the project takes place. In the next lesson, we'll go one step further. You'll learn how to tailor your project goal to match each funder's priorities without sounding forced or inauthentic. Thanks for watching. I'll see you in the next lesson. 20. Tailor Project Goals to Funder Priorities: In the last lesson, you learned how to write a clear and compelling project goal, one that's action oriented, beneficiary focused, and purpose driven. Now we're going to take that a step further by learning how to tailor your project goal to align with the specific priorities of each funder. Charities often skip this step, but it's critical because no matter how worthy your cause is, if your goal doesn't clearly support the funder's mission, you're likely to be passed over. Let's talk about how to avoid that. First of all, why does tailoring your goal matter so much? Well, remember that every funder has a purpose, whether it's a foundation, a corporation, or a government agency, each funder has specific outcomes they want to achieve with their funding. Some focus on environmental justice. Others prioritize access to the arts, health equity, food insecurity, or racial justice. If your proposal doesn't reflect those values, even if your product is amazing, it might still be rejected, not because your work isn't strong, but because the funder doesn't see how it fits into their vision. That's why tailoring your project goal is so vital. It helps the funder immediately see how your work supports their mission and why your project is a smart investment for them. So where do you start? You start with research by knowing the funder. Before you write a single word of your proposal, take time to do your homework. Dig into the funder's mission statement, areas of focus, recently funded projects, and keywords they repeat in their materials. Terms like equity, innovation, underserved, and resilience. You can usually find all of this on their website or in their annual reports. Sites like candid.org and Grant Station can also give you insights into who and what they've funded in the past. Here's a pro tip. Look up past grantees. That is, people that receive grants from this funder before. The language they use in their proposals often mirrors what matters most to the funder. Let's walk through an example of how this research shapes your goal. Imagine this scenario. You run an arts nonprofit that offers free art therapy to adults with disabilities. Your generic project goal might be to provide free art therapy workshops for adults with disabilities in the Liverpool region. Now, let's say you're applying to two funders. Funder A focuses on mental health, and funder B focuses on disability inclusion. Here's how you could tailor your goal for each funder. For Funder A, you write to improve mental health outcomes for adults with disabilities in the Liverpool region through inclusive trauma informed art therapy workshops. For Funder B, you write to increase access to creative expression and community inclusion for adults with disability in Liverpool region through free art therapy programs. You'll notice that that's the same project, same location, but different emphasis. You're not changing your work. You're not changing who you are. You're simply showing how your project supports what the funder already cares about. Now, let's talk about language. Funders often use what we call anchor words in their guidelines. If you can reflect those words authentically in your project goal, it sends a powerful signal of alignment. Let me show you a few examples. If the funder emphasizes underserved communities, you say to expand access to preventive care for underserved families in rural Appalachia. If they emphasize climate resilience, you say to support climate resilience by restoring native vegetation in post wildfire areas of northern California. If they talk about systemic change, you say to reduce barriers to re entry for formerly incarcerated individuals through job placement and legal advocacy. The key here is honesty. Don't force buzzwords, anchor words if they don't apply. But if they do apply, describe your work, then use those words. It shows that your project fits naturally into the funder's priorities. Let's walk through a quick case study. The organization is a mobile health clinic serving unhoused people in Baltimore. This organization's original goal was to provide primary healthcare and medical outreach to individuals experiencing homelessness in Baltimore. Now let's say that this charity is applying to a foundation that focuses on racial health disparities. After doing their research, they see that the funder emphasizes terms like health equity, black and brown communities, and community led models. So this charity revises their goal to to advance health equity in Baltimore by providing culturally responsive, community based primary care to black and brown individuals experiencing homelessness. You see the difference? They didn't change the project. They just adjusted the language to reflect the funder's focus. So how do you tailor your goal like that? Here are four best practices. Use the funder's language authentically. If they use the words resilience or access or innovation, and if these words match your work, then use them in your goal. In other words, emphasize what they emphasize. If their mission centers around equity or sustainability or youth development, lean into that in your language. Just adjust your emphasis, not your truth. Don't change your project. Just highlight the parts that are most relevant to that funder. This brings up a final point. Tailoring your goal means one funder, one proposal. Never send the same goal statement to multiple funders without tweaking it. Tailoring your goal increases your chances of success every time. Let's wrap up. To win a grant, it's not enough to describe what you do. You need to show the funder how your work helps them achieve their mission. This is why tailoring your project goal to the funder's priorities is so vital. In the next lesson, we'll take this tailored project goal and break it down into smart objectives. That is, measurable steps that show exactly how you'll deliver on your promise. I'll see you there. 21. Create SMART Objectives: When you submit a grant proposal, you're not just asking for money. You're asking a funder to invest in your mission. To convince them to do that, you need to show them exactly what you intend to achieve and how you plan to get there. That's where goals and objectives come in. Clearly defined goals and objectives serve several purposes. First, they clarify your vision for both you and the funder. They demonstrate that you've done the planning and have the leadership to execute your project. They make your success measurable and accountable. And finally, they increase your credibility by showing that your plan is realistic and well thought out. Without strong goals and objectives, your proposal will feel vague, unrealistic, and hard to fund. So let's start by making sure we understand the difference between the two. Goals are broad, overarching outcomes you want to achieve. They're typically ambitious, often inspirational and usually not measurable on their own. Objectives, on the other hand, are the specific concrete steps you'll take to reach your goal. They're actionable, they're measurable, and they're the bridge between your vision and your results. Let me show you what I mean with a few examples. Let's say you're with an environmental organization. Your goal might be to improve water quality in the local river system. Your objective could be plant 5,000 native trees along the riverbanks within two years. Here's another example. A youth development program might set a goal to increase high school graduation rates among at risk youth. And an objective for that grant proposal, could be to provide weekly mentoring sessions to 150 students throughout the school year. Or consider a health nonprofit. Their goal is to reduce diabetes rates in the community. Their objective is to host 12 free diabetes screening events and refer 300 participants to follow up care over 12 months. So in short, goals are what you want to achieve. Objectives are how you will achieve that. To create strong objectives, many non profits use a proven method called the SMRT framework. SMART stands for specific, measurable, achievable, relevant, and time bound. Let's walk through each part of SMRT and look at some examples along the way. First, what makes an objective specific? A specific objective clearly states what you're going to do for whom and where or how. It avoids vague or general language. For example, a social services non profit might say their objective is to help families in need. That's not specific. Instead, they should say their objective is to provide 500 low income families in Chicago with emergency food assistance by December. That's specific. Or take an environmental organization. Their objective is to make parks better. That's weak. It's not specific. A stronger specific objective is to install 20 new recycling bins in five city parks by the end of summer. Now let's look at measurable. Measurable objectives include concrete criteria that let you track your progress and know when you've succeeded. Here's an example from a health organization. Their objective is to encourage healthy lifestyles. As you can see, that's not measurable. So they instead write, Our objective is to enroll 200 participants in our 12 week fitness and nutrition program by June there. That's a measurable objective or consider a youth development group. They might say their objective is to support youth leadership. Again, that can't be measured. A measurable objective, on the other hand, is to train 50 high school students in leadership skills through a three day retreat. Next up, achievable. Achievable objectives are realistic, given your staff, your time, and your budget. Ambition is great, but funders want to know you can actually deliver. You're an NGO working in rural education, for instance, and if your objective is to eliminate illiteracy in the country within one year, you're in trouble. That objective is unachievable. But if instead you set yourselves the objective of training 100 adult literacy tutors and providing classes to 500 adults in rural communities over the next 12 months, you have set yourselves an achievable objective. Or imagine you are an environmental non profit. An unachievable objective is to remove all 22. What an Evaluation Plan Is: Welcome to this lesson on writing evaluation plans and grant proposals. In this lesson, you learned what an evaluation plan is, why it matters to funders, and how it fits into your proposal. Let's get started. So what exactly is an evaluation plan? In simple terms, an evaluation plan is a written explanation of how you will measure the success of your project. It describes what data you will collect, how you will collect it, and how you will use that information to understand whether your project is working or not. Think of it this way. A grant proposal is a promise. You're promising your funder that you will deliver certain results. The evaluation plan is how you prove that you kept your promise. For example, if your nonprofit is running a mobile food pantry and your proposal promises to reduce food insecurity in a rural county, then your evaluation plan needs to show how you'll measure that reduction. Will you track the number of families served, for example? Will you measure changes in their reported food access? Will you compare pre and post program survey results? A good evaluation plan answers these questions clearly. So why does the evaluation plan matter? Because funders want results. They want to know that their money is making a difference. A evaluation plan reassures them that you understand your own goals, and you know how to measure progress toward those goals. It also tells the funder that you'll use the results to improve and stay accountable. In other words, the evaluation plan builds trust with funders. And here's something important to note. You don't have to hire a professional evaluator to have a good plan. As long as you have clear goals and a clear way to track them and a commitment to using the data that you do collect, you can write an evaluation plan that works. Here's a real world example. Let's say your non profit helps formerly incarcerated individuals reenter society by offering job training. Your grant proposal promises to improve job readiness among participants. Your evaluation plan might include pre and post training skills assessments. It might include job placement rates within three months, participation, satisfaction surveys and employer feedback. This data would tell the funder whether your training actually helped people get ready for work and whether it's worth funding again, which is always good to know. Now let's consider when you should create your evaluation plan. Well, my recommendation is you don't leave it until the end of the proposal. Create it as soon as you define your goals and objectives because the evaluation plan flows directly from your objectives. If you don't know what you're trying to achieve over here, you won't know what to measure at the end or during the program. Now what makes a good evaluation plan? Funders look for three things. The first thing they look for is clarity. It should be easy to understand what you'll measure and how. The next thing is relevance. Your plan should focus on outcomes that matter, not just busy work. And finally, feasibility. Your methods should be realistic for your organization's size and resources. Let's recap. An evaluation plan tells funders how you'll measure success. It matters because it builds trust, shows accountability, and increases your chances of getting funded. A good evaluation plan flows from your project's goals and objectives. It describes what you'll measure and how you'll measure it. It also explains who will gather the data and when. And it's written clearly, realistically and in line with what the funder expects. In the next lesson, I'll show you how to set clear and measurable project goals because before you can evaluate your project, you need to know what you're aiming to achieve. Thanks for watching. I'll see you in the next lesson. 23. Outputs vs Outcomes: If you've ever felt unsure about what to measure in your grant funded project, this lesson will clear things up. You'll learn the difference between outputs and outcomes and how to define success metrics that funders can understand and trust. Let's start with a simple question. What's the difference between outputs and outcomes? The short answer is that outputs are what you do while outcomes are what changes because of what you did. Let's look at some examples. Imagine your nonprofit runs a literacy program for adults. An output might be, we held 40 reading classes. An outcome would be 80% of participants improve their reading level by at least one grade. You see the difference. Outputs are activities and direct products of your work, while outcomes are the benefits or changes that resulted both are important, but outcomes are what funders really care about. They want to see impact, not just activity. Let's look at another example. Suppose your nonprofit distributes free meals in a low income neighborhood. Your output is we served 5,000 hot meals. But your outcome is food insecurity among participating families decreased by 30%. Serving meals is a great achievement, but reducing food insecurity, that's real change. That's impact. Now let's define each term more formally. Outputs are the immediate results of your program's activities. They're easy to count and track. Think number of workshops held, number of people served, number of materials distributed, and hours of service delivered. Outputs usually start with words like number of amount of or how many. Outcomes, on the other hand, are the changes that occur because of those activities. They could be changes in knowledge, changes in behavior, changes in condition, and changes in status. Outcomes are harder to measure, but they're show your program is making a difference. Outcomes might include increased employment rates, reduced substance abuse rates, improved physical or mental health, and greater civic engagement. Outcomes usually start with phrases like increase in, reduction in or improvement in. Let's pause here for a tip. If you're unsure whether something is an output or an outcome, ask yourself, is this what we did or is this what changed because of what we did? If it's what you did, it's an output. If it's what changed, it's an outcome. So what does this have to do with evaluation? Well, everything. Your evaluation plan needs to include success metrics for both outputs and outcomes. Funders want to know not just what you did, but why it mattered. Let's go back to our literacy program example. The outputs are 40 classes held, 60 adults enrolled, and 50 people who completed the course. The outcomes are that 80% of participants showed improved reading skills. 50% passed the high school equivalency test, and 25% enrolled in community college. This is the kind of detail that makes your evaluation plan compelling. Now, how do you define success metrics for each? Here's a simple process. Start with your objectives. What do you want to achieve? List your program activities. What will you do? Identify outputs. What are the direct results of those activities? Identify outcomes. What changes should occur because of those outputs? Assigned metrics. 24. Map Your Program with a Logic Model: In this lesson, we're going to learn how to map out your entire program using one of the most powerful planning tools in grant writing. It's called the logic model. Now, if you've never used a logic model before, don't panic. Don't get all anxious. I'll walk you through exactly what it is, why it matters and how to build one step by step. So what is a logic model? A logic model is a one page diagram that shows how your project works. It lays out the connection between your resources, your activities, your outputs, and your outcomes. In short, it's your project on one page. Think of it as a roadmap. It shows funders where you're starting and what you'll do along the way and what results you expect to achieve at the end. Funders love logic models because they make complex projects easy to understand at a glance. Now why should you use a logic model? Well, there are three big reasons. First, they give you clarity. A logic model forces you to think clearly about what you're doing and why. Then they give you alignment. A logic model helps ensure your activities actually support your goals. And third, they help with evaluation. A logic model lays the groundwork for your evaluation plan by showing exactly what you'll measure. In fact, many funders, especially government agencies require a logic model as part of your proposal. So what goes into a logic model, you ask? Well, a basic logic model has five columns. Let's break them down. Column one is inputs. These are the resources you'll use. They include staff, funding, equipment, facilities, volunteers, and partners. Column two is activities. These are the core actions of your program, things like running classes, offering services, or hosting events. Column three is outputs. These are the direct products of your work. Think in numbers, how many classes, how many people served, how many materials distributed. Column four is outcomes. This is where you describe the change your program creates. This could be increased knowledge, improved behavior, or better health, short term and long term. And column five is impact. This one is optional, especially for beginners or new non profits. Impact refers to the big picture lasting results that you achieved, something like reducing poverty, increasing graduation rates, or improving public health. Let's walk through a real example so you can see how all of this works in the real world. Imagine a job readiness program for people experiencing homelessness. Inputs, three caseworkers, a $50,000 grant, training materials, donated laptops and partner employers. Activities, weekly job readiness classes, one on one resume coaching, mock interviews, employer networking events. Outputs, 40 participants enrolled, 12 classes delivered, 35 resumes created, 20 participants attended mock interviews. Outcomes, 70% of participants improved their job search skills. 50% secured employment within three months. 80% reported increased confidence. Impact, reduced long term employment in the community. That's a complete logic model from inputs all the way to impact. As you build your own, make sure every piece connects logically to the next one. Your activities should flow naturally from your inputs. Your outcome should clearly result from your activities. If you can't draw a straight line from what you're doing to what you want to achieve, your plan probably 25. Choose KPIs and Data Collection Methods: Let's learn how to choose the key performance indicators and data collection methods that bring your evaluation plan to life. By the end of this session, you'll know how to measure whether your project is working and how to collect that information in a clear and credible way. Let's start with a basic question. What is a key performance indicator? A key performance indicator, often known as a KPI is a specific observable piece of evidence that tells you whether an output or outcome has been achieved. You can think of a KPI as the answer to this question. How will you know if your project is working? For example, if your outcome is participants improve their job search skills, then your KPI might be increase in scores on a job skills test. In short, KPIs make your outcomes measurable. Without them, your proposal is just a series of vague promises. Let's look at a few examples so you can see how this works. Imagine your nonprofit runs a health education program. Here are three outcomes and their corresponding key performance indicators. Outcome participants improve their knowledge of nutrition. KPI, change in pre and post quiz scores. Outcome, participants reduce soda consumption. KPI, number of sugary drinks reported per week before and after the program. Outcome, participants feel more confident cooking healthy meals. KPI, self reported increase in cooking confidence on a post program survey. Notice what each KPI has in common. It's directly tied to the outcome. It's clear and specific, and it's something you can realistically measure. So how do you choose the right KPIs for your project? Here's a simple step by step process. Step one, start with your outputs and outcomes. What are you promising to do? What changes are you aiming to create? Step two, ask yourself, how well I know this has happened? What signal or sign would prove that we've achieved the result? Step three, be realistic. Make sure your KPI is something you actually have the time, budget, and ability to measure. Step four, use both quantitative and qualitative data. Let's take a quick moment to explain the difference between those two. You've probably heard these terms before. Here's a quick refresher. Quantitative data is about numbers. It's measurable, it's objective, and it's great for showing scale and progress. Examples include number of people trained, test scores, attendance rates, and pounds of food distributed. Qualitative data, on the other hand, is about words and stories. It's descriptive, it's subjective, and it's great for showing depth and personal impact. Examples include open ended survey responses, testimonials, interview notes, focus group feedback. The best evaluation plans use both. Quantitative data shows what happened, and qualitative data shows why it mattered. Now, once you've chosen your KPIs, the next step is deciding how to collect the data. Let's walk through some common data collection methods. Surveys and questionnaires. They're great for collecting both numbers and opinions. You can do them online, on paper, or in person, pre and post tests. These are perfect for measuring knowledge or skill gains, especially in training or education programs. Interviews. These are typically one on one conversations. 26. Formative vs Summative Evaluation: In this lesson, we're going to answer a key question. When should you evaluate your project? To answer that, we'll introduce two essential types of evaluation formative and summative. You'll learn what they are, how they're different, and how to use both of them to strengthen your grant proposal and your project results. Let's start with the basics. There are two main types of evaluation you need to understand. Formative evaluation. This happens during the project. Summative evaluation. This happens after the project. Let's take a closer look at each one. First, formative evaluation. Formative evaluation is all about checking your progress as the project unfolds. It helps you see what's working, what's not working, and where you might need to adjust. Think of it like a mid course correction. It's how you stay on track before it's too late. Here's an example. Imagine your nonprofit is running a 12 week parenting workshop. Each week you collect feedback forms from your participants, and by week three, the data shows that most parents are confused by the budgeting module. That's formative evaluation at work. Now you can adjust the lesson plan, improve your materials, or bring in a guest speaker all before the project ends. Now, why does this matter in your grant proposal? Because funders want to see that you don't just wait until the end of your project to measure your success. They want to know that you're actively monitoring your program during the program and making improvements along the way. Now, onto summative evaluation, summative or summary evaluation happens at the end of the project. It answers the big picture questions such as, did the project achieve its goals? What outcomes were realized? Was the project a success? It's called summative because it summarizes the results. Now, let's go back to the parenting workshop example. At the end of the 12 weeks, this nonprofit could compare the pre and post program surveys. They would find that 85% of participants now feel more confident managing their household budget. That's a summative evaluation. And now the charity can report to the funder this summative evaluation is proof that the program works. Now, why is this important? Because funders want a final accounting, they want to see clear results, something they can point to as evidence that their investment made a difference. And by the way, the strongest evaluation plans include both formative and summative strategies. Here's how you can include each type in your proposal. For formative evaluation, explain how you'll gather feedback during the project. Examples include a mid program survey, progress tracking, staff check ins, and even advisory group input. For summative evaluation, explain how you'll measure your outcomes at the end. Examples include final assessments, post program surveys, final performance metrics, or even a third party evaluation report. And here's a tip. Include a simple timeline that shows when you'll collect feedback, when you'll make adjustments, and when you'll measure final results. Let me show you a quick example. Let's say your nonprofit is running a six month financial literacy program for young adults. In your formative evaluation, you hold monthly check ins with participants to ask what they're learning and what's confusing. Instructors track attendance and engagement levels every week. For your summative evaluation, 27. Internal vs External Evaluation: So far in this module, you've learned what to evaluate, when to evaluate, and how to collect the right data. Now it's time to answer another key question, one that funders care about just as much, namely, who will conduct your evaluation. In this lesson, you'll learn the pros and cons of using internal versus external evaluators and how to decide which option is the best fit for your nonprofit and your project. Let's begin with a simple definition. There are essentially two main ways to conduct your evaluation. The first option is internal evaluation where your nonprofit handles the process in house using your own staff or volunteers. The second option is external evaluation, where you hire someone outside your organization to lead or conduct the evaluation. Let's take a close look at both. We'll start with internal evaluation where your team does the work. An internal evaluation is done by someone already on your team. That might be your program director, might be a data analyst or another staff member with some training in evaluation. So here are the advantages. It's cost effective. You don't need to hire a consultant. Your team already understands the project and the participants, and it's easier to manage logistics since everyone's under one roof, usually. But there are some downsides. Funders may worry about bias. After all, can your team objectively evaluate its own work? Your staff may not have formal training in evaluation methods, and let's face it, many non profit staff are already stretched thin. So, when does internal evaluation make sense? Well, it works well for small or short term projects. It's a good fit if you're working with a tight budget. It's doable if someone on your team has evaluation experience, and it's fine if the funder doesn't require an independent evaluator. Now, let's talk about external evaluation. When you bring in outside help, an external evaluation is led by someone outside your organization, typically a professional evaluator. That's usually a consultant or a partner from a university. So here are the advantages. First of all, objectivity. Funders often place more trust in an independent outside evaluator. Second, expertise. Professionals bring strong skills in research, analysis, and reporting, and third, credibility. An external evaluation can boost your final report and your chances of future funding. But there are also disadvantages. External evaluations can be expensive. You'll have less control over the process and the timeline, and it may take time for the evaluator to understand your program and your community. So when does external evaluation make sense? Well, it's ideal for large complex or high stakes projects. It's often required when applying for government grants or high profile foundation support. It's a smart move if you want to impress future funders or publish your results, and it's necessary if your team lacks the time or experience to do it on your own. Here's how to decide between internal and external evaluation. Use this simple framework to guide your decision. First of all, check the funders requirements. Some funders, especially government agencies require they insist upon an external evaluation. Others are fine with internal evaluation if the plan is solid. Second, consider the size and scope of your project. If your project is large or long term or research heavy, an external evaluator may be 28. Writing the Evaluation Plan Section: By now, you've learned what to measure, how to measure it, when to evaluate, and who should do the evaluate. Now it's time to bring it all together and write the evaluation plan section of your grant proposal. After all, funders don't just want you to say you'll evaluate your project, period. They want to see that you've got a clear, realistic plan written down and ready to go. In this lesson, I'll walk you through the essential parts of an evaluation plan narrative. That's what it's called. You'll also see a real world example and get tips to help your plan stand out. Let's start by understanding what funders expect from your evaluation plan. Most funders are looking for answers to five simple questions. First of all, what will you measure? That means your project outputs and outcomes. Second, how will you measure it? That's where your indicators, your key performance indicators and data collection methods come in. Third, when will you collect the data? This refers to your evaluation timeline, both formative and summative. Fourth, who will conduct the evaluation? Are you using internal staff or an external evaluator? And finally, how will the results be used? Will you use them to improve the program, report to funders, or shape future work? If you can answer these five questions clearly, you're off to a great start. Now, let me show you how to structure your evaluation narrative. A strong evaluation plan typically follows this Start with an introduction to your evaluation approach. This is just a quick overview to set the stage. For example, you might say, This project will use both formative and summative evaluation to track implementation and measure success. We will collect both quantitative and qualitative data to assess progress toward project outcomes. Next, explain what you will measure. List the key outputs and outcomes that you'll evaluate. Here's one way to say it. Key outputs include the number of participants served and the number of workshops delivered. Key outcomes include increases in participant knowledge and improvements in behavioral health indicators. Now be specific, but keep it concise. Then describe your indicators, your key performance indicators and data collection methods. This is where you show how you'll measure success. You might write something like this. Performance indicators will include pre and post program assessment scores, attendance logs, and participant satisfaction surveys. Data will be collected through online questionnaires, observation forms, and standardized screening tools. No. After that, talk about your timeline. Let the funder know when you'll gather and analyze your data. For example, formative evaluation will occur monthly through feedback surveys and team briefs. Summative evaluation will occur at the end of the project period with final outcome measures collected in months 11 and 12. If your proposal allows attachments, a simple chart or timeline table can go a long way here. Now explain who will conduct the evaluation. Be clear and direct. For instance, evaluation will be led by the program director with support from the data coordinator. Staff have prior experience in program evaluation and will receive additional training as needed. Or if you're using an external evaluator, a third party evaluator will be hired to design and conduct the summative evaluation. The evaluator will work closely with staff to align evaluation activities with program milestones. And finally, show how the results will be used. Make it clear that you're not just collecting data to check a box. You might say evaluation findings will be used to refine program activities in real time and shared with the funder in quarterly and final reports. Key insights will inform future program design and sustainability planning. Here's a quick example that pulls it all together. This sample paragraph is under 150 words, but it covers everything a funder needs to know. Our team will evaluate the effectiveness of our financial literacy program using a mixed methods approach. Outputs, such as the number of participants and workshops will be tracked through attendance sheets. Outcomes will be measured through pre and post program quizzes and follow up surveys that assess changes in financial behavior. Formative data will be gathered monthly to support program improvements while summative results will be reported at the end of the six month program. The evaluation will be led by the program manager and reviewed by an external advisor. Results will guide future programming and be shared with the funder in a final report. Now, let's go over some quick tips for writing a strong evaluation plan. Be specific but concise. Skip the jargon and use plain, clear language. Align what you measure with the goals and outcomes in your proposal. Match your evaluation methods to your team's capacity. Don't overpromise. Include a timeline if you can. Even a short one helps build trust. And whatever you do, don't skip this section. A weak or missing evaluation plan is one of the top reasons proposals get rejected. To write a strong evaluation plan section in your grant proposal, clearly state what you'll measure how, when and by whom. Make sure your plan connects back to your outcomes and your logic model. Keep it realistic, focused, and easy to understand and show funders how the data you collect will actually be used to make a difference. In the next lesson, we'll talk about common pitfalls to avoid when writing your evaluation plan and how to make sure yours stands out for all the right reasons. 29. Common Pitfalls and Best Practices: In this lesson, we're going to talk about the most common mistakes beginner grant writers make when writing an evaluation plan. And we're going to look at the best practices that will help you avoid these mistakes and impress funders. Let's get onto it. First of all, let's talk about the biggest mistake I see in beginner proposals, which is being too vague. You've probably seen this kind of sentence before. We will evaluate the success of our program using various methods. Now, what does that really tell the funder? Not much. What methods? What outcomes? What counts as success? Here's the best practice. Be specific. Use concrete language. For example, we will administer pre and post program surveys to measure changes in participants financial literacy. The surveys will be analyzed by our program manager and used to adjust curriculum content. Now, that's specific, and it builds credibility. Next up, a common mistake is only measuring outputs and not outcomes. Remember, outputs are important, but they only show activity. They only show what you did, like the number of people you served or how many meals you distributed. But outcomes, outcomes show the impact. They show what changed because of what you did. They show the difference your work made. Here's the better approach. Include outcome indicators. Show funders what changed. For instance, just imagine you're reading a report that says, following the workshops, 75% of participants reported improved budgeting skills and 60% opened a savings account within three months. That kind of evaluation statement in the report that you give to a funder is powerful and persuasive. Another mistake is over promising what you can actually measure. It's easy to get carried away and list every tool available, such as surveys, focus groups, expert evaluations. But if your team doesn't have the time or skills or budget to do all of them, that can hurt your credibility. The solution is to be realistic. Choose just two or three strong key performance indicators and data collection methods that match your non profits capacity. You could say something like the program coordinator will collect and analyze participant feedback forms weekly using Google Forms. A brief post program survey will be administered by phone. This shows the funder you've thought it through and that your plan is doable. Here's another pitfall. Ignoring what the funder actually asks for. This happens a lot. Remember, every funder is different. Some want a logic model. So require external evaluation. Others want specific metrics or tools. Your best practice here is simple. Always, always, always read the funder's guidelines carefully. Tailor your evaluation plan to meet their expectations and requirements. If a foundation requests you to describe how you will assess project effectiveness, don't just copy and paste a generic paragraph from somewhere. Answer their question directly. And if you're unsure what they want, don't guess. Reach out to the funder and ask. One more common mistake is forgetting to explain how you'll use the data. Funders don't want you to collect data just for the sake of collecting data. They want to know that the data you collect will help you improve your program. So tell them how you'll use what you'll learn through your data collection. For example, monthly check in surveys will inform program delivery. Final survey results will be shared with staff and used to shape future program design. This tells the funder you're committed to growth, not just complying with their requirements. And, of course, the biggest mistake of all is skipping the evaluation plan entirely. Some first time grant writers don't include an evaluation plan at all, especially if the application doesn't specifically ask for one. But that's a missed opportunity. Even if it's optional, including a simple, thoughtful evaluation plan can set your proposal apart from other proposals and give funders more confidence in your project and your charity. Let's wrap up with your final checklist, the top five best practices for writing strong evaluation plans. First, be specific. Name what you'll measure, how you'll measure it when and by whom. Second, include both outputs and outcomes. Show your activity and your impact. Third, choose realistic methods. Match your evaluation plan to your team's capacity. Fourth, align with the funders expectations. Follow their instructions to the letter. And finally, explain how you'll use the data. Make evaluation part of your learning process, not just a requirement. When you apply these five best practices, your evaluation plan becomes more than a box to check off in the application. It becomes a powerful tool for building trust with funders, and it becomes a roadmap for improving your programs. In our final lesson in this module, by way of a strong reminder, let's look at why you should absolutely positively include an evaluation plan in your grant proposal. See you there. 30. Why Include an Evaluation Plan: Welcome to this final lesson in the module. Before you apply for a grant, there's one thing to keep in mind. Funders want more than just a promise that you'll achieve outcomes. They want proof that you have a system in place to measure and evaluate those outcomes. That's where your evaluation plan comes in. Your proposal needs to show how you'll track progress and determine whether your project is successful. And in this lesson, I'm going to walk you through exactly why an evaluation plan matters, what it should include, and how to write one that builds trust with funders. Let's start with why your evaluation plan is so important. Reason number one, it builds credibility and trust. An evaluation plan tells funders that you're serious about results, not just good intentions. It shows that you're committed to accountability, transparency, and continuous improvement. Without it, funders may wonder whether you can actually deliver on your promises or whether you even know what success looks like. Second, an evaluation plan helps you clarify what success looks like. Evaluation, the whole process forces you to define your outcomes clearly and decide how you'll measure them. That kind of clarity strengthens your entire proposal. It shows you've thought carefully about the difference you want to make in the world. And without that clarity, your proposal might come across as vague or incomplete. Funders might just walk away unsure what exactly they would be funding. Third, a strong evaluation shows you're a good steward of funds. Funders want confidence that their investment will be used wisely, and evaluation plan shows that you'll track progress, measure success, and make adjustments when needed to get the best results from that funding. If you skip this part, funders might worry that their money might be wasted, simply because there's no system for accountability. Fourth, an evaluation plan helps you improve your program. Evaluation isn't just for funders. It's for you too. When you track what's working and what's not working, you make better decisions. You build stronger programs, and you deliver better results over time. If you don't evaluate, you risk repeating mistakes, missing opportunities, and losing valuable insights. And finally, a strong evaluation makes future fundraising easier. Good evaluation data helps you tell a powerful story. You can share that data. You can share those real results in your grant applications and reports and donor appeals. Without that data, you're left with fewer stories, fewer statistics, and less proof that your work is making a difference. So how do you write your evaluation plan? Here's a refresher. Start by reviewing your objectives. Then tie each objective to a key performance indicator. That is, use a specific metric that shows whether you've achieved that objective. For example, if your objective is to improve test scores, you might say, we will test participants before the program and again afterwards to measure improvement. If your goal is to increase community engagement, you might track attendance, collect survey feedback, or gather participant testimonials. You also need to say who will do the evaluating, and when? Will the evaluation be handled by your internal project staff or will you be hiring an external evaluator? And when will you review your progress? Will it be in the middle of the project at the end or quarterly spelling this out shows funders that you have a clear timeline and a clear sense of responsibility. The big picture here is this, including an evaluation plan shows funders that you care about two things results and accountability. You're not just going to do the work. You're going to track your progress and make sure that you're having the intended impact. Your evaluation plan reassures funders that they'll get meaningful updates on your project and that you'll use what you learn to improve. Now, sometimes a proposal requires a formal evaluation section. But even if it doesn't smart to weave evaluation into your project description anyway. You don't need to write pages and pages. Even one sentence can go a long way. Something as simple as we will measure success by X method at Y intervals. That kind of clarity builds confidence. And don't forget. Tell the funder how you'll use the results. For example, will you adjust your program? Will you change course? Will you scale something that's working well? This shows flexibility and a commitment to improvement. Also, make sure your evaluation aligns with your SMRT objectives. Each objective should have a measurable outcome tied to it, such as a key performance indicator or other metric. This way, you're not just writing an evaluation plan, you're proving that your plan is working. Let's take a quick example. Let's say your nonprofit runs a job placement program. In the evaluation section, you might write, we will track the number of program graduates who secure employment. Specifically, we will 31. Introduction to Sustainability: This lesson reminds me of an old Chinese proverb. You've probably heard it before. Give a man a fish, and you feed him for a day. Teach a man to fish, and you feed him for a lifetime. In the nonprofit world, that saying really applies to how grant makers think because foundations, governments and other funders don't want to keep giving the same grant year after year to fund the same program. They're not in the business of handing out fish. They want to teach people to fish. This is why your grant proposal needs to include a section on sustainability. Funders want to know that your project will continue to have impact after the grant ends. They want to invest in programs that last, not ones that fizzle out when the money runs out. So at some point in your project description, you need to answer this question. What happens after the grant ends? Now, when we talk about sustainability, we're really talking about two things. The first is programmatic sustainability. This is about making sure the project's activities, knowledge or outcomes continue. For example, maybe you train local volunteers so the program can keep running after the grant. Or maybe you create materials such as guides or tool kits that can be reused for years to come. The second type of sustainability is financial sustainability, namely how you'll keep funding the program after the grant ends. This could include things like fees for service, ongoing donations, or support from other institutions such as government or private sponsors. So your sustainability plan is really your answer to this concern that funders have. Once you've spent our grant, how will you keep going? That's what they're thinking in their minds. This part of your proposal reassures the funder that their money isn't just a short term fix but will instead help your organization build something stable and lasting. And yes, even if the grant is for a one time project, it's still smart to include a sustainability plan. You can focus on the lasting impact of the project itself. For example, if the grant is for building a computer lab, you could say the equipment will serve students for the next five years and will be maintained by the school's IT department. That shows that the investment has staying power. And if you do have plans to scale up or replicate the program, include those too. Maybe you'll bring the program to other cities. Maybe you're testing it now and planning a bigger launch later. That kind of forward thinking can really appeal to funders. Now, let's look at a couple of examples to make this concrete in our minds. Here's the first one. A nonprofit is seeking a two year grant for a neighborhood job training program. In the sustainability section of the grant proposal, they write, To ensure long term sustainability, we have a plan to continue the program beyond the grant period. We're launching a small woodworking business where program graduates can work, and that business will help fund future training. We've also secured a commitment from the local community college to take over the training after two years, and we're building a volunteer alumni network to support new participants. That example hits all the right notes, namely earned revenue, institutional support, and community ownership. Here's another example. This one is for a one year initiative. The nonprofit might say, this project will create an online toolkit and train the trainer guides so that local schools can continue delivering the workshops in future years. Notice that even though the funding is short term, the impact is long term. Here are two more examples to learn from. One might say, after the two year funded period, our organization will integrate the mentoring program into our regular operations. It will be supported by our annual GLA fundraiser and a modest sliding scale fee. We've also partnered with the school district, which has agreed to provide funding to keep the program in schools. Another sustainability plan might read. The research study's findings will be published and freely available, providing a foundation for others to build on for years to come. In both of these examples, the funder can clearly see how the project lives on even after their grant ends. So what makes a strong sustainability plan? Let's break it down. First, when sustainability matters, funders want to support projects that won't simply disappear when the money runs out. They want to fund lasting change and long term value. Next, think about the types of sustainability you can describe. That includes financial sustainability, like new funding sources, revenue generating programs or your nonprofit absorbing costs into your regular budget, and it includes programmatic sustainability, like building community capacity, training staff, or transferring the project to a partner. Now, let's talk about how to paint a picture of the future. Describe any concrete plans or partnerships that support the program going forward. That could be an agreement with a government agency. It could be a partnership with a college or plans to raise money through events or donations. Also mention if the outcomes themselves have a lasting effect. For example, if you're building something, training people or launching a program that will continue under someone else's leadership, that's how you do it. Now, where should this sustainability statement go in your proposal, exactly? Usually, it appears at the end of the project description or in a separate section labeled sustainability. The important thing is, don't leave it out. So let's wrap up this lesson with a few final takeaways. Always answer the question, what happens after the grant ends? Describe both programmatic and financial sustainability. Provide specific concrete examples, not vague intentions. Include any partnerships or future funding sources that support long term success and tie it all back to your mission. When you do this, your sustainability plan becomes more than just a formality. It becomes a compelling reason for a funder to say, yes. That's it for this lesson. In the next lesson, we'll move on to another key part of your grant proposal. But now that you've built a solid foundation in sustainability planning, you're one step closer to writing proposals that funders trust and that build real lasting impact. I'll see you in the next lesson. 32. Understanding Sustainability: If you've ever read through a grant application and seen a question like, how will your project continue after the funding ends, that's what we're going to talk about today. This section is usually called the Sustainability Plan, and it's important. Even though it might come near the end of your proposal, funders pay close attention to it because they want to know that their money will have a lasting impact, not just fund a short term fix. Let's start with what sustainability really means in a grant proposal. In grant writing, sustainability means your non profits ability to continue a project or program after the grant funding runs out. Now, it doesn't mean you're going to fund the project forever without any help, and it's not just about being environmentally friendly. It's not about that at all. In this context, sustainability is about your organization and how you will carry on the good work that you do after the grant ends. Let me give you an example. Imagine you're a nonprofit that provides mental health counseling for women recovering from domestic violence. You apply for a one year grant from a foundation to expand your services. That foundation is going to ask, what happens when this year is over and our grant runs out? Will the women still have access to counseling or will the program simply disappear when our funding stops? You see the concern? That's where your sustainability plan comes in. Now let's talk about why funders care so much about sustainability. All types of funders, government agencies, foundations, and corporations care about sustainability, but why? Because they're investing in long term impact. They want to know that their funding is part of a bigger plan, not just a one time expense for them. They want to know that you've thought things through, that you're not relying on them forever for this funding. Want to know that you've got other strategies in place. And note that each type of funder cares about sustainability. Government funders want to make sure your project can be integrated into public systems or supported by ongoing public funds. Foundations want to be confident that your organization is strong and resourceful enough to keep things going. And corporations want to support programs that reflect well on their brand and deliver visible lasting community benefit. So, Alan, you're thinking. What more do I need to know? Well, your sustainability plan gives funders peace of mind. It tells them, we have a plan. We're not just hoping for the best, and your grant will make a real lasting difference. Now, let's clear up a couple of common misunderstandings about sustainability. First of all, some non profits think sustainability means they have to fully fund the project on their own once the grant ends. That's not true. Funders don't expect you to go it alone. They expect you to have a realistic plan. And that plan can include a mix of future grants, donations, earned income, or partnerships. Second, some non profits say things like, we'll apply for more grants. That's their sustainability plan. They leave it at that. Well, that's too vague. Funders want details. Which grants? From whom? W, how? How much? A vague answer sounds like wishful thinking. A detailed answer sounds like a plan. So what does a good sustainability plan actually do? A strong sustainability plan does four things. First, it explains how you'll fund the project after the grant. Will you seek other grants? Will you charge fees? Will you fundraise from individuals, partner with local organizations. Be specific. Second, it shows that your organization has the capacity to keep the project going. That means you've got the right people, systems, and partnerships in place, not just the money. Third, it demonstrates that the project aligns with your long term mission. If the project is a core part of your mission, not just a side project, it's more likely to be sustained. And finally, a strong sustainability plan reassures the funder that their investment has long term value. That's the bottom line. They want to know that their money is starting something that will last. Let's look at a quick example. Say you're a food bank applying for a corporate grant to start a weekend meal program for children. In your sustainability plan, you might say, after the initial grant, we will sustain the program through a mix of individual monthly donors, food donations from local grocers, and an annual fundraiser that has already been approved by our board. We are also in talks with the local school district to adopt this program into their nutrition services budget in year three. Now, that's clear. That's specific. That's credible. Now let's talk about when to start thinking about sustainability. A common mistake that fundraisers make is waiting until the end of the proposal to think about sustainability. But really, you should start thinking about it at the very beginning when you're designing the project. Ask yourself, how long do we want this project to last? Who else could support it in the future? What partnerships, systems or revenue sources could help keep it going? When you design a sustainable project from the start, writing the sustainability plan at the end of your proposal becomes much easier and much more convincing. Let's wrap up with a few best practices. Start early. Don't treat the sustainability plan as an afterthought. Think about it from the beginning. Be specific. Vague statements don't build confidence, but concrete plans do. Align with your mission. Projects that are core to your mission are more likely to be sustained. Demonstrate financial and organizational strength. Show that your nonprofit has what it takes to carry on the work. And finally, tailor your message. Different funders have different priorities. Government foundations and corporations each care about different aspects of sustainability. We'll explore those in upcoming lessons. Thanks for watching. In our next lesson, we'll dive into the key components of a strong sustainability plan so that you know exactly what to include and how to make your plan convincing. See you there. Y 33. Key Components Strong Sustainability Plan: In the last lesson, we talked about what a sustainability plan is and why it matters to funders. In this lesson, we're going to break down step by step how to write one. What exactly goes into a strong sustainability plan? What do funders want to see? And how can you structure your plan so it's both realistic and persuasive? Well, let's find out. By the end of this lesson, you'll know the four essential components that most sustainability plans include and how to write about each one with clarity and confidence. Let's start with the big picture. A complete sustainability plan usually covers four things. One, financial sustainability, two, organizational capacity, three community and partnership support, and four mission alignment and long term vision. Let's look at each one. First up, financial sustainability. This is the heart of most sustainability plans. Funders want to know how you'll pay for the project after their grant ends. Your job is to explain where the future money will come from. That might include other grants. Will you apply to other foundations or government agencies, for example? If so, which ones and when? It might also include earned income. Can you charge fees for your services or products? Even a small fee shows you're thinking long term. Individual donations are another option. Do you have a base of supporters who give regularly? Will you launch a new campaign or host an event? Then there's corporate sponsorships. Will local businesses continue to support your program? And don't forget in kind support, such as donated space, supplies, and professional services. Those can reduce your ongoing costs. Let's say you run a job training program for formerly incarcerated adults. Here's how you might write your financial sustainability section. In year two and beyond, we will fund the program through a combination of workforce deployment grants from the state, employer contributions from hiring partners, and a fee for service model where clients pay a sliding scale fee once employed. Now, you'll agree that that's a clear specific answer, and it shows you've thought it through. Now let's move on to the second component, organizational capacity. Sustainability isn't just about money. It's also about people and systems. Funders want to know that you have the staff, the leadership, and infrastructure to keep the project going after their grant ends. This might include having a strong team already in place, or it might include a plan to retain key staff or to train new ones if needed. You can mention the technology systems that help you operate efficiently or how you train volunteers or how you ensure accountability through oversight or regular reporting. Here's an example. Our lead case manager has committed to staying with the program for three years. We also use a cloud based case management system that will allow us to train new staff quickly if needed. That kind of detail gives funders confidence that your organization can sustain the project operationally, not just financially. Now, let's talk about the third pillar community and partner support. Funders love to see that you've built relationships that will help keep the program alive. The more community buy in you have, the more resilient your program will be. Now, that support might come from partner non profits. It might come from local government agencies, schools, hospitals, faith based organizations, volunteers or coalitions. If you run a mobile health clinic, for example, your sustainability statement might say, The local churches have agreed to provide parking space and volunteers for monthly clinic visits. In addition, the County Health Department has expressed interest in absorbing some clinic costs through its community outreach program. This plan shows you're not going it alone, and it reassures funders that the community is invested as well. Now, onto the fourth and final pillar, mission alignment and long term vision. Funders want to know that this program isn't just a side project. They want to see that it fits with your mission and that you're committed to keeping it going. So in your proposal, explain how the project advances your mission. Talk about how it fits into your strategic plan. Mention whether your board has discussed it or if you've made plans to integrate the program into your annual budget in the future. Here's an example. This program directly advances our mission of ending homelessness. Our board has already approved integrating program costs into our annual budget beginning in year three using unrestricted donations and local government support. Now, that kind of statement shows funders that this project is a priority and that you're planning to keep it going with or without future grant support from that funder. So how should you organize your sustainability plan? You don't have to label the four sections that we just covered the way that we just covered, but you do want to make sure that each one is addressed somewhere in your sustainability narrative. Some nonprofits write it all as one flowing paragraph. Others use subheadings like funding sources, staff and systems, community support, long term commitment. Either way, make sure you answer these four questions. How will you fund it? Who will run it? Who will support it, and how will it endure? Before we wrap up, let's talk about a few common mistakes to avoid. First, don't be vague. Saying, we'll figure it out later or we'll apply for more grants is not enough. Second, don't ignore staffing or infrastructure. If you lose your key staff or don't have the tools to continue the program, that's a real risk. So address. Third, don't forget to mention your partners. It might be tempting to focus only on your own organization, but funders love to see collaboration. And finally, don't make unrealistic promises. If you say you'll fund the entire program with BAC sales and volunteers, but it's a $500,000 project, that's not going to inspire confidence in a funder. Let's close with a quick recap. A strong sustainability plan answers four big questions. How will you pay for the program after the grant? Do you have the people and systems to carry it out? Will the community and your partners help support it, and four, is the program aligned 34. Meeting Government Funders’ Sustainability Expectations: In this lesson, we will look at how to write a sustainability plan that satisfies government funders, whether they're local, state or federal. Because government agencies typically provide large grants, they also expect a higher level of accountability and planning. One of the first things they'll look for is whether your program has a realistic path to continue after their funding ends. So in this lesson, we're going to cover what government funders expect in a sustainability plan, the kind of language they tend to use, and how you can meet those expectations in a way that strengthens your proposal. Let's start with why sustainability matters so much to government agencies. Government grants are taxpayer funded. So agencies need to demonstrate that they're investing in programs with lasting public value. They want to fund projects that won't collapse the minute the grant runs out. In fact, many government requests for proposals, especially at the federal level, require you to include a continuation plan or a sustainability narrative. Your plan helps government agencies answer a number of questions such as, is this project scalable or replicable? Can it be replicated? Will it become self sustaining over time? Can it be institutionalized, folded into a public system or adopted by a local agency? In short, government funders are looking for long term return on investment. So what do they expect to see in your plan? There are four key things you should clearly address. First of all, your strategy for future funding. Government funders want to know who will pay for this program later. Your plan might include future federal, state, or municipal grants or cost sharing arrangements with other agencies, maybe even contracts with school districts, clinics, or counties. And in some cases, it might include new revenue sources like billing Medicaid or other forms of reimbursement. Let's say you run a free mental health program funded by a state grant. Here's an example of what you might write in your sustainability plan. In year two, we will apply for the SAMHSA Mental Health Awareness Training grant to continue our outreach. We are also working with the County Health Department to explore billing Medicaid for group therapy sessions. This shows you're already thinking ahead. Second, make sure you address plans to institutionalize the program. Institutionalizing means building the program into an ongoing system, either within your own organization or within a public agency. Government funders want to know, will this program continue even if their support ends? For example, you could write, Our partner school district has agreed to assume full costs of the after school tutoring program by year three. We are training district staff to take over program coordination, and the program has been approved for inclusion in the district's 2027 budget. Now that shows real long term commitment. Third, show evidence of partner or stakeholder support. Government agencies like to see collaboration. So if other public agencies, non profits or partners are stepping in to help sustain the program, say so. For example, the Department of Health and two community clinics have signed memorandums of understanding to provide in kind clinical supervision and referral services after the grant ends. Even better attach those memorandums of understanding or letters of support with your proposal as proof of that commitment. Fourth, include a clear timeline and financial outlook. Many government agencies want to see a three or five year plan. This can be written out in paragraph form or shown in a simple table. Include your anticipated funding sources, expected dollar amounts, and milestones for securing support. Here's what that might look like. Year one, apply for a federal grant from USDACNP aiming for $150,000. Year two, partner with the school district to secure $100,000 from the local budget. Year three, launch a fee for service model that brings in $25,000 through client payments. Now, this kind of plan shows thought, realism, and adaptability. Now, let's go over five quick tips to help you meet government expectations. First of all, use their language. If their request for proposal says continuation plan, use that phrase. If they ask for cost sharing, include that term in your writing. Name your future funders. Don't just say, we'll apply for more grants. Be specific. Name the agencies Housing and Urban Development, Health and Human Services, United States Department of Agriculture. Whatever applies, name the funding source that you're going after. Include memorandums of understanding and letters of support. Government funders want proof. So if a partner is offering funding, staff time or services, include documentation to prove that. Show that your project is integrated into a broader system. Funders don't want isolated one offs. They want to see that your program is connected to other efforts in the community or the public sector. Avoid vague or unrealistic funding ideas. If you say, we'll hold a fundraiser or we'll keep applying for grants, without offering any kind of detail, that's not enough. Now let's take a moment to cover some common pitfalls to avoid. Don't assume the grant will be renewed. Never say we'll just reapply with you next year. Government agencies don't want you depending on them forever. Don't skip over partner contributions. If others are chipping in, show how that helps sustain the work. Don't promise future support that isn't confirmed. If something's not guaranteed, frame it as a goal, not as a certainty. Don't underestimate ongoing costs. Be realistic. Account for inflation, staffing, and possible expansion. And finally, don't forget the sustainability plan altogether. If the request for proposal asks for it, include it clearly labeled and easy to find. Let's look at one last example to tie this together. Let's say you're applying for a federal grant to launch a workforce training program for rural youth. Here's a strong sustainability statement. To sustain the program after federal funding ends, we will pursue support from the State Department of Labor's Career Pathways Program, which has a similar focus. Our community college partner has agreed to absorb the cost of program coordination starting in year three. Additionally, we are developing a tuition based evening model for adult learners that will generate earned income by year four. Now notice the structure of that statement, future government funding, institutional commitment, earned revenue and a clear timeline. That's exactly what government agencies want to see. Let's wrap up. Writing a sustainability plan for a government grant, be sure to explain how you'll fund the program long term. Show how it can be institutionalized or adopted. Include support from public and private partners. Lay out a clear, realistic, three to five year outlook and avoid vague promises or dependence on reapplying. Government funders are careful stewards of public money. The more confident they are in your long term plan, the more likely they are to fund. In our next lesson, we'll shift gears and look at what foundation funders want to see in a sustainability plan. We'll also look at how their expectations are a little different. See you there. 35. Meeting Private Foundation Funders’ Sustainability Expectations: This infrastructure will support long term growth and program sustainability. That kind of statement tells the funder, we're not just dreaming, we are prepared. Third, foundations want to see community engagement and stakeholder support. Foundations are often deeply rooted in a place or cause. They want to see that your program is embedded in the community, not just imposed from above. So your sustainability plan should include volunteer involvement, collaborations with local partners, input from beneficiaries and in kind contributions. For instance, three local businesses have pledged in kind donations to cover program supplies. Additionally, 45 volunteers support weekly mentoring sessions, and our alumni Advisory Council helps shape program strategy. This kind of a statement shows ownership, not dependency. Now let's talk about one more piece that many foundations care about capacity building. Many foundations are open to funding capacity building. In the nonprofit world, capacity building means strengthening your organization so you can sustain the program yourself. They increase your capacity to do that. This could include hiring a development director, a fundraising director, creating a fundraising plan, investing in donor management software or building a stronger board. If that's part of your plan, say so. Here's an example of what I mean. As part of our sustainability strategy, we are using a portion of the grant to hire a part time development coordinator and implement donor management software to expand our base of recurring donors. This statement shows that you're thinking strategically about your future. Now let's talk about what foundations don't want to see. Here are several red flags. We'll apply for more grants. That's too vague. Which grants? From whom? When? We'll fundraise. Again, that's not specific enough. What type of fundraising? How much do you expect to raise? We'll continue if more funding becomes available. That sounds like wishful thinking. Foundations want to see a plan, not a hope. And be careful about over relying on one source. Saying, we'll just raise the money at our annual gala makes funders nervous. What if it flops? You want to show diversity, specificity, and realism. Let's walk through a real world example. Say that your nonprofit is applying to a family foundation for a one year grant to launch a mobile food pantry. Here's a strong sustainability plan. We have secured a second year grant commitment from the County Hunger Relief Fund, pending successful year one outcomes. We also plan to increase our base of monthly donors by 20% through a targeted campaign, and our board has committed to matching up to $10,000 in individual donations. In kind support from local grocers, along with volunteer drivers will help reduce long term costs. You'll notice that that plan includes future grant support, a donor strategy, board engagement, and community and in kind support. And it's written in confidence specific and realistic terms. Let's wrap up with a quick checklist of best practices when writing your sustainability plan for a foundation funder. Show a mix of revenue streams. Highlight your non profits leadership and systems. Emphasize partnerships and community support. Describe how the program fits into your mission. If applicable, explain any capacity building steps. Be specific, not vague and be honest. Foundations appreciate realism over hype. To summarize, private foundations want to support projects that won't fall apart the minute the grant ends. They look for long term planning, organizational strength, community engagement, and diversified income sources. Your sustainability plan should answer their biggest concern, namely, will our investment create lasting impact even after we stop funding it? In the next lesson, we'll look at a third group of funders, corporate sponsors. Their expectations are a little different as well, and their motivations often include brand alignment and community visibility, both different from community foundations. See you there. 36. Meeting Corporate Funders’ Sustainability Expectations: In this lesson, we're focusing on how to write a sustainability plan that appeals to corporate funders. That is, companies, businesses, corporate foundations, and businesses with a community giving program. Now, corporate funders are a little different from government agencies and private foundations. Yes, they care about community impact, but they also care about visibility in the community. They care about their brand reputation and return on investment. So your sustainability plan needs to reflect not only how your program will continue, but also how the company's support will keep delivering value both to the community and to their brand. By the end of this lesson, you'll know how to tailor your plan to what corporate funders care about most. Let's start with the basics. Corporate funders want to know that their support will lead to sustained community impact, positive brand association, over time, and a return on their investment, measured in goodwill, visibility, or outcomes. In your sustainability plan, you're not just showing that the program will last, you're showing that their partnership will last. Even if they don't continue funding you every year, they want to know that their initial support will keep delivering value. This means the first step in writing a sustainability plan for corporate funders is alignment. Ask yourself, what does this company care about? What causes do they support? What kind of community presence do they want to maintain? Then show how your project advances those goals of theirs. For example, if a bank funds financial literacy programs and your nonprofit helps low income families improve their budgeting skills, that's a strong alignment. Make that connection clear in your proposal. In your sustainability plan, you might say something like this. This program will continue to promote long term financial empowerment in underbanked communities. That's a thing, a goal that directly aligns with XYZ banks commitment to economic inclusion. After the first year, we will fund the program through two additional banking partners and an annual campaign driven by community donors. You'll notice that that statement ties the company's mission to your long term impact. Corporations also want to know their grant will make a visible ongoing difference. They're not just giving money. They're partnering, so show how your program will continue delivering measurable outcomes. Outcomes they can be proud to be associated with as a brand. You might say, by sustaining the program through additional funding and community partnerships, we expect to serve 1,000 residents annually over the next five years. XYZ corporation's initial investment will be highlighted as the launch that made long term success possible. Now, writing this kind of statement in your grant proposal gives the company a lasting legacy. They get credit for helping create something durable. Now, just like other funders, corporations want to know how you'll pay for the program later on. But here's the twist. They don't usually expect to fund it forever. They want to be the Spark, not the sustainer. This means your sustainability plan should include a clear funding strategy that extends beyond their support. For example, after the initial funding year, we will seek support from other local employers through our adoptive school program. We are also launching a monthly giving campaign and planning a community fundraiser with a goal of covering 60% of program costs by year two. This kind of statement would reassure a company that you're not expecting ongoing support from them and that their role is part of a bigger sustainable plan. Even if the company won't fund you again next year, they may still want to stay involved. That's especially true for local or regional businesses. So show how the partnership can continue through employee volunteer opportunities, in kind donations, co branded events, advisory roles, or annual sponsorships. For example, in year two and beyond, XYZ corporation will remain involved through quarterly volunteer events and in kind contributions of materials. Your continued presence will help deepen community ties and reduce our program costs. You'll notice that that turns their one time gift into an ongoing relationship with mutual benefits. Corporations are used to measuring performance. So in your sustainability plan include some numbers. Use terms like community reach, return on investment, employee engagement, and brand exposure. Here's how to include that. We anticipate continued impact of 500 plus hours of volunteer engagement per year, along with sustained brand exposure through event signage, press releases and annual reports to stakeholders. This kind of language speaks their language. Now, let's go over a few things to avoid when writing sustainability plans for corporate funders. First, don't assume they'll fund you year after year. Even if they love your program, most corporations rotate their giving. Don't build your whole plan around a repeat gift. Second, don't focus only on your needs. Remember to explain how the company benefits from supporting you in terms of visibility, impact, alignment, and employee morale. Third, don't neglect partnership opportunities. If the company can continue supporting you in non financial ways, mention that. Don't treat them as a checkbook. And finally, don't fail to speak their language. Use clear concise language. Avoid nonprofit jargon. Highlight results, not just effort. Let's walk through a real world example. Let's say your nonprofit helps underserved teens learn coding and web development. You apply to a tech company for a one year grant to launch a summer program. Here's a strong sustainability plan. To sustain the program, we are building a consortium of local tech companies to share funding responsibilities, each sponsoring one week of instruction. We've also developed a corporate volunteer model allowing engineers from XYZ Corporation and other firms to mentor students and lead sessions. Long term, we plan to incorporate the program into our regular youth development offerings, funded through our annual GLA and Local Foundation support. Now that example shows a plan to diversify funding, a path to continue the program and clear alignment with the company's mission. And it also shows ongoing engagement and visibility for corporate partners. Let's wrap up with a few key takeaways. When writing a sustainability plan for corporate funders, align your program with their mission and brand. Emphasize long term community impact. Show how you'll continue funding the program in other ways. Offer ways to keep the company engaged beyond the financial grant. Use language that highlights visibility and outcomes. Above all, be specific, realistic and collaborative. Corporate giving is about partnership, not just money. Your sustainability should reflect that. In our final lesson, we're going to put this all together. You'll learn how to actually write the sustainability section of your grant proposal, clearly, persuasively and in a way that sets you apart from competing organizations. See you in the next lesson. 37. Tips for Writing an Effective Sustainability Plan: Welcome to the final lesson in this module on sustainability planning for grant proposals. By now, you've learned what sustainability means, what to include in your plan, and how to tailor your sustainability message for different types of funders, whether they're government agencies, private foundations, or corporate sponsors. In this final lesson, we're shifting gears a bit. We're moving from what to say to how to say it. You'll learn how to write your sustainability section clearly, persuasively and professionally so that funders feel confident in your long term plan. We'll also cover some common mistakes to avoid, and I'll share a few best practices that can make your proposal stand out. Let's get started. First, begin strong by framing the vision. Your sustainability section should open with a confident, forward looking statement. Let funders know right from the start that you've thought ahead and that you're committed to continuing the work. Here's a solid example. Our organization is committed to sustaining this program beyond the initial funding period. We have developed a multi year strategy to ensure continued impact through a combination of diversified funding, community partnerships, and operational integration. This type of opening sets the right tone. It tells funders, you're not just thinking about the short term, namely their grant, you're building something to last. Next, structure your plan around key themes. Don't write one long dense paragraph. Instead, break your content into clear organized sections. If space allows, use short subheadings or bold phrases. A simple and effective structure includes future funding sources, organizational capacity, community and partner support, and mission alignment and long term vision. Now, you'll notice that these subheads mirror the framework that we've covered throughout this course, and they help ensure that you touch on everything funders are looking for in your sustainability plan. Let's briefly walk through each section. Let's start with future funding sources. This is where you explain how you'll pay for the program after their grant ends. So, be specific. For example, we will apply for the XYZ Foundation's Innovation grant and pursue continued support from local corporate sponsors. Additionally, we will launch a peer to peer fundraiser in year two with a goal of raising $25,000 annually. Avoid vague statements like, we will seek additional funding. Instead, name specific funding sources. Give timelines and when possible, estimate dollar amounts. Next up is organizational capacity. Here, describe the staff systems and structures that will support the program long term. For example, we have recently invested in a customer relationship management system to track donor engagement, and we've hired a part time grant writer to pursue additional funding. Our board has also approved a three year fundraising plan focused on sustaining this program. Now, a statement like this shows that you've put real infrastructure behind your plan and that you're not relying on hope alone. Now, let's talk about community and partner support. Funders love to see that others are backing your efforts. So name names and share specific contributions. For example, the city's Department of Parks and Recreation has committed to providing space at no cost through 2027. Our volunteer base of 120 active members will continue to support program delivery. You'll notice that this adds credibility and shows that you're not in this alone. Finally, describe mission alignment and long term vision. Funders want to know that this program is central to your mission, not just an add on that might disappear when the money runs out. Here's how to express this. This program is central to our mission of improving educational equity. It has been formally adopted as one of our three strategic initiatives and will be included in future operating budgets. When you write a statement like this, you show that the program is part of your long term strategy, and you signal to funders that it's here to stay. Here's another tip. Don't just tell, prove wherever you can, back up your statements with evidence or past results. Instead of saying we plan to raise funds from donors, say, last year's Giving Tuesday campaign raised $18,000 from 320 donors. We plan to build on that momentum through a monthly donor drive that we anticipate will generate $30,000 in year two. That kind of specificity builds trust, and it sets you apart from other proposals. If you've already secured partial funding or if you have letters of support, be sure to mention that, as well. Now, let's talk about tone. You want to use a clear, confident tone. Avoid hesitant phrases like we hope to or if possible, or we might try. Instead, say, we will. Our plan includes, and we are committed to. This doesn't mean you should over promise, but it does mean you should sound like you believe in your plan. Let's go over a few common pitfalls and how to avoid them. First of all, you probably know what I'm going to say. Don't be vague. We will look for more grants isn't enough. Be specific about which funders you'll approach and how much you plan to seek. Second, don't over promise. If full sustainability in one year isn't realistic, don't say it is. Funders appreciate you being frank, and they appreciate when you have achievable goals. Third, don't ignore staffing and systems. A plan that only talks about money is incomplete. Funders want to know that you have the internal capacity to deliver and fourth, don't use generic language. Tailor your sustainability plan to the funder. Corporate sponsors, for example, want to hear about return on investment and long term visibility, not just outcomes. If the application allows, you can strengthen your sustainability section with some optional add ons. These include a multi year funding table showing how costs will be covered, letters of support from partners or future funders, quotes or testimonials from community members, and board resolutions or internal documentation of budget commitments. These extras, they're optional, show that your plan is already in motion, not just an idea on paper. Let's wrap up with a real world example. Let's say you're applying for a two year foundation grant to launch a mentoring program for young adults who are leaving foster care. Here's a strong sustainability statement. To sustain the program beyond the grant period, we will pursue renewal funding from the County's Youth Development Fund and seek additional support from the ABC Family Foundation. We will also launch a monthly giving campaign aimed at generating $2,000 per month from individual donors. Our program has been adopted as one of our core initiatives and the board has committed to allocating $15,000 annually from our general operating fund. The Department of Human Services has pledged in kind space and referrals through 2026, and our volunteer mentor network will continue supporting service delivery. That plan is clear. It's specific, it's realistic, and it gives funders confidence. Let's summarize. When writing your sustainability plan, start strong. Frame your vision with confidence. Structure your content around key themes. Use specific examples, numbers, and names. Speak your funder's language so that you tailor your tone. Avoid vagueness, over promising and empty phrases. If allowed, strengthen your plan with supporting documents. Remember, your sustainability plan isn't just another section of your proposal. It's proof that your program is built to last. Thank you for watching this final lesson in this module and for taking this course. You're now equipped to write sustainability plans that inspire confidence and help you win more grants. I wish you every success. In our next module, we're going to look at how to create a budget, another vital part of your grant proposal. See you there. 38. Why Budgets Matter in Grant Proposals: Welcome to the first lesson in our budgeting module. In this session, we're going to answer a simple but crucial question. Why do budgets matter in grant proposals? Now, if you're new to grant writing, you might think of the budget as just a technical add on, something you throw together at the end of your proposal. But in reality, your budget is just as important as your written narrative. It's part of your story. It's where you prove to funders that your great idea is also financially realistic. Let's start with the basics. What is a grant budget, and why do funders care about grant budget so much? A grant budget is simply a detailed estimate of how much money you need to carry out your project and how you plan to spend it. That's it. Pretty straightforward. But here's the key. Funders don't just want to hear what you plan to do. They want to see how you'll pay for it. Your budget answers questions like, have you thought this project through? Are your costs realistic? Will you use our money responsibly? Think of it like this. The budget is your proposal's reality check. If your project narrative says you're going to train 200 volunteers, but your budget doesn't include money for training materials or a trainer or even a venue, a place to do the training, something doesn't add up. And trust me, funders notice when things don't add up. Now let's look at the things from the funders perspective. Imagine you're a program officer at a foundation. You get 100 proposals a month. You don't have time to guess whether an organization can actually deliver on their promises. That's where the budget comes in. A well prepared budget tells funders that you've thought carefully about the true cost of your project. It tells funders that you have a realistic plan and that you're not going to run out of money halfway through. Your budget also shows funders whether your request aligns with what the funder typically gives. If you're asking for $500,000, but they usually fund only $50,000, they'll want to see if your budget can be scaled or co funded by others. And finally, your budget tells them you're responsible. A vague or sloppy budget is a red flag, but a clear, detailed one builds confidence in funders. Now, here's another key point to notice or to note, I should say. Your budget must align with your narrative. Let's say your proposal says you'll run weekly art classes for seniors. Then your budget better include art supplies, instructor fees, space rental, and maybe even transportation. If your narrative and your numbers don't match up or worse, if your budget includes things you never mentioned in your proposal. This happens. Don't ask me how I know. That's a problem. Funders might assume you reuse a budget from another proposal or that you haven't fully thought things through. Either way, it undermines your credibility because consistency is critical. Now let's talk about how a budget helps you, not just the funder. A strong budget gives your team a roadmap. It helps you plan your staffing and timelines. It helps you allocate your resources, track your spending during the project, and it helps you report back to the funder later on. Many non profits actually use their grant budgets as internal tools throughout the project. So don't think of the budget as just a requirement. Think of it as a real world planning document. It's helpful. Let me show you the difference between a weak budget and a strong budget. Let's say you're running a youth mentorship program. Your proposal says you'll recruit 50 mentors, train them, and match them with 50 students. So here's what a week budget would look like. Mentor support of $10,000. Now, that's vague, right? What does that mean? Is it staff time? Is it materials? Is it events? What is it? Now, here's a stronger version. Under youth mental training, venue rental, materials, and refreshments $3,000. Understff time, program coordinator, 10 hours a week for 12 weeks, $4,800. And background checks for 50 volunteers, $2,200. Now, you'll agree that this shows exactly how the money will be used and that you've done the math. Funders love that. All right. Let's wrap up with a few best practices. Treat your budget as part of your story. It should reinforce what you've written in the narrative. Be realistic. Don't inflate or lowball costs just to look good. Funders can tell. Be transparent. Break down your numbers. Avoid vague labels like miscellaneous. Follow the funder's instructions. Some funders will give you a template to use. Some will have restrictions on what you can include in your budget. So always read the guidelines. And finally, use your budget as a planning tool. This isn't just about getting funding. It's about running a successful project. Coming up in the next lesson, we'll take a closer look at how to decode budget instructions in funder guidelines because every funder has a slightly different way of doing things. But for now, remember this, a strong budget isn't just about numbers. It's about trust, planning, and showing funders that your nonprofit can deliver. Thanks for watching. I'll see you in the next lesson. 39. Understanding Funder Budget Requirements: Welcome back. This lesson is on understanding funder budget requirements. This is one of those topics that trips up a lot of new grant writers. You can create the most detailed, beautiful budget in the world, but if it doesn't follow the funder's rules, your proposal will be rejected without even being reviewed. So in this lesson, we're going to walk through how to read and apply those requirements correctly, so you can submit budgets that match exactly what each funder wants. Let's start with the first key point. Every funder has different budget expectations. No two funders are exactly alike. Some will provide detailed templates, you have to fill out. Others might give you a basic guideline and expect you to build your own format. Some funders allow overhead, others strictly limit or even forbid overhead altogether. That's why your very first step. Every time you start a new grant proposal is to carefully read the funder's application instructions. Here's what to look for. Number one, is there a required budget form or template? Are there maximum or minimum grant amounts? Are there specific allowable or non allowable costs? Are indirect costs, also called overhead, permitted? And if so, is there a cap, such as 10%? Do they require matching contributions or in kind donations? And do they want a budget narrative or justification to go along with the numbers? You cannot guess or assume. You must find and follow each funder's instructions. Now, let's talk about some common budget restrictions that funders have and that they impose. Many private foundations and corporate funders do not allow you to use grant money for fundraising expenses, political or lobbying activities, debt reduction, endowment building, or activities that benefit only one individual. Government funders can be even stricter. They may prohibit food, entertainment, or non essential travel. Others will restrict capital expenses. For instance, they might allow you to buy equipment but not fund any construction work. Now, knowing these rules early in the process helps you avoid wasting time, and it prevents you from including ineligible expenses that could get your proposal disqualified, thrown out, not funded. You might be wondering, Alan, where exactly do I find these budget rules? Here's where to look. First, check the request for proposal documents. If it's a government grant, the request for proposal will usually include detailed budget instructions. Second, review the application guidelines. Foundations often publish short guides outlining their priorities and restrictions. Third, go to the funder's website. Many funders post answers to frequently asked questions that tell you as an organization what their grants will and won't cover. And fourth, attend any webinars or info sessions that the funder offers. These are great opportunities to hear directly from the funder. And if you still can't find the answer, just ask. It's completely acceptable to reach out to a grants officer at a foundation or a funder for clarification. Let me give you a real world example to show how different funders can be. Imagine you're applying for two grants. Grant A allows you to include 15% overhead for things like rent and administrative salaries, and funder B allows no overhead at all, only direct project costs. If you submit the same budget to both funders, one of them is going to reject it because it doesn't follow their policy. What you'd need to do is create two versions of your budget, each customized to meet the rules of that specific fund. So how do you do that? Here's a simple five step process. Step one, find and read the budget instructions carefully. Don't skim. Look for keywords like must only, may not, and cap. Step two, make a checklist of funder requirements. Write down the maximum grant amount, the rules for indirect costs, and what types of expenses are allowed and are not allowed. Step three, highlight anything unusual. If a funder doesn't allow equipment purchases or prohibits staff travel, make a note of that right away. Step four, adjust your project plan if needed. If the funder won't pay for something you were counting on, for example, you'll need to rework your project or show how you'll cover that cost using other funds. Step five, match your budget and narrative. Make sure the numbers line up with what you're saying in the proposal and that everything follows the funder's specific instructions to the letter. All right. Let's summarize with some best practices. Never assume that one funder's budget rules apply to another. Always find and read the instructions. Make a checklist of what's allowed and what's not. Ask questions if you're unsure and always customize your budget to fit the funder's expectations. In short, you don't create your budget in a vacuum. You create it to fit into the funder's world, their rules and their limits and their priorities. In our next lesson, we'll break down the basic building blocks that go into almost every grant budget, starting with the difference between direct and indirect costs. See you there. 40. Direct vs Indirect Expenses: In this lesson, you'll learn one of the most important budgeting skills for grant writing, how to tell the difference between direct and indirect costs. If you can master this concept, you'll be able to build budgets that are clearer, more fundable, and more aligned with funder expectations. Let's dive in. First, let's start with direct costs. Direct costs are expenses that are specifically tied to your project or program. They are the costs that would not exist if the project didn't exist. Think of direct costs as expenses you can point to and say that cost was necessary to deliver this specific project. Examples of direct costs include salaries for staff who work directly on the project, like a project manager or outreach coordinator. They include program materials like workbooks, computers, and art supplies. They include travel costs for project activities, venue rentals for project events, consultants or contractors hired specifically for the project, and they include equipment purchased just for the project. Here's a quick example. If you're running a youth summer camp, the cost of hiring camp counselors would be a direct cost. The camp's art supplies and transportation for field trips would also be direct costs. Direct costs are usually easy to identify because they're so closely linked to project activities. Now let's move to indirect costs. Indirect costs are general expenses that support your organization as a whole, but are not tied to one specific project. They are necessary to keep your nonprofit running, but you can't easily assign them to a single project. Examples of indirect costs include rent and utilities for your office, administrative staff salaries, like your executive director and your receptionist or finance team, office supplies that serve all programs, insurance, and accounting, legal and IT support. Here's an example. Even though your youth camp takes place in a park, your administrative staff back at your main office are still processing payments, handling HR, and keeping the organization running. Their salaries and your general office rent are indirect costs. In short, indirect costs are your organization's overhead. You might wonder, why does it matter whether a cost is indirect or direct? The answer is, funders care a lot. Many funders have different rules about how much indirect cost or overhead they are willing to fund. For example, some government grants allow you to include an indirect cost rate often capped at a percentage, such as 10% of total indirect costs. Some private foundations prefer to fund only direct costs, and they discourage including any indirect expenses. Now, if you make the mistake of lumping everything together in your budget, funders might reject your budget or ask you to redo it. By correctly separating direct and indirect costs, you show professionalism, transparency, and respect for the funder's rules. Just note that sometimes costs aren't purely direct or purely indirect. I'm trying to confuse you here. For example, what if you have a staff member who splits their time, working half on your youth camp and half on general fundraising? In that case, you can allocate their time. Maybe you charge 50% of their salary as a direct cost to the youth camp budget and leave the other 50% in your organization's general operating budget as an indirect cost. Here's a simple way to allocate. For personnel, calculate the percentage of time each employee will spend directly on the project. For shared expenses, if an expense benefits multiple projects, for example, split it proportionally based on usage. But when in doubt, document your reasoning clearly. Funders appreciate seeing how you made these decisions. Here's a simple table to help you visualize. In the direct cost column, you put salaries of project staff, such as teachers and trainers, materials for project workshops, travel to project sites and equipment used only for the project. In the indirect cost column, you put salaries of the executive director and receptionist, general office supplies, office rent and utilities, and insurance for the whole organization. Keep this kind of separation in mind every time you start building a budget. Now let's go over some of the key points that we've learned today. Direct costs are tied specifically to your project activities. Indirect costs are general organizational expenses that support all of your activities. Funders may cap or limit indirect costs. So always read their guidelines carefully. Allocate shared costs proportionally and document your calculations. Keep your budget clear and transparent. Show funders you respect their funding rules. Now you know how to tell direct from indirect costs and why that distinction matters so much. In the next lesson, we'll walk through how to estimate your project expenses accurately so that you can start building a realistic, fundable budget. See you there. 41. How to Estimate Project Expenses: In this lesson, you'll learn one of the most important budgeting skills for grant writing, and that is how to estimate project expenses for your grant budget. This is where many beginners feel overwhelmed, but don't worry. I'll walk you through a simple step by step method you can use every time to build a clear, realistic estimate that funders will trust. That's the key. The first and most important rule is this, you can't build a good budget without a good project plan. Before you even start writing down numbers, you need to know what exactly will happen in your project. Who will be involved, when and where activities happen, and what resources you need to make it all work. Think of it like planning a big event. You wouldn't start buying decorations and booking a band before you decided how many people you're inviting or where your event is going to be held. Your budget must flow directly from your project activities. Next, break the project down into individual tasks or components. Ask yourself, what will we need to run each part of this project, and what will each step cost? For example, let's say you're creating a literacy program for adults. Tasks might include hiring instructors, developing curriculum, purchasing books and supplies, renting classroom space, marketing the program to participants, and evaluating outcomes. For each task list everything you'll need, whether that's people, places, materials, or services. Once you have your list, it's time to assign realistic dollar amounts. And remember, avoid guessing. Funders can often tell when numbers are unrealistic. How to research real costs. Staff salaries. Look at your organization's current pay rates or use salary surveys for your region. Supplies and materials. Get vendor quotes or check prices online. For venue rentals, call local venues or research rental rates in your area. For travel costs, look up mileage reimbursement rates, airfare, hotel prices, and per diem allowances. For professional services, ask consultants for quotes or use standard rates for your region or sect. Here's a useful tip. If you're not sure, estimate slightly higher rather than lower. It's easier to return unused funds than to ask a funder for more money later on. After you've researched costs, organize them into clear budget categories. Typical categories include personnel, fringe benefits, such as health insurance for staff, supplies and materials, equipment, travel, contracted services and facilities, things like rent and utilities. My advice is to only include an other or miscellaneous category if absolutely necessary. And if you do include one, clearly explain it. Each line item should be specific so instead of writing miscellaneous supplies, $5,000, break it down into things like workbooks, $2,000, art supplies, $1,500 and posters and flyers, $1,500. The more specific you are, the more credible your budget will look. But sometimes unexpected costs come up during a project. Venue prices increase, supply costs increase, staff turnover causes delays when appropriate, and if the funder allows, build a small contingency line into your budget. Usually no more than five to 10% of direct costs. Then label it clearly, such as contingency, 5% to cover price fluctuations in supplies $1,000. But before you create this contingency line, always check the funders rules first. Some funders allow contingencies, and others do not. Let's work through a quick example so that you see how this works in real life. Imagine you're planning a one day community health fair. Under activities, you list rent a venue, hire a guest speaker, provide printed materials, and offer healthy snacks. Under expense estimates, you write venue rental of $600 based on local community center. Speaker honorarium of $500 based on standard nonprofit speaking fees. Under printing, you put printing fliers and brochures at $250 based on print shop prices and snacks and water at $200 based on grocery store research. Total estimated direct costs $1,550. Now, do you see how each cost is tied directly to an activity? That's exactly how you should approach your project budget. Let's recap with some best practices. Base your budget on a detailed project plan. Break your project into tasks and list everything you'll need. Research real costs. Don't guess. Organize expenses into clear logical categories and build in small contingencies only if allowed and appropriate. A strong estimate shows funders you've thought through every detail and that you'll spend their money wisely. In the next lesson, we'll look specifically at how to estimate staffing costs, overhead, and resources. They are the heart of many project budgets. See you there. 42. Budgeting for Staff, Resources, and Overhead: In this lesson, we're focusing on three of the most important and often largest parts of any project budget, staff, resources, and overhead. Getting these numbers right is essential. They make up the backbone of your project's costs, and funders will look at each of them closely. Let's walk through how to estimate and present them properly. First, staffing. For most nonprofit projects, personnel costs are typically your largest budget item. Here's what to include when budgeting for staff salaries and hourly wages, benefits such as health insurance, retirement contributions, and paid time off. Payroll taxes. When estimating staff costs, be specific. Who will work on the project? What will they do? How much of their time will be spent on the project? For example, let's say your program manager earns $50,000 a year. If they will spend 25% of their time running this new project, the one that you're applying for a grant for, you would budget $50,000 times 25% equals $12,500 charged to the project. Just don't forget benefits. If benefits are 20% of salary, you would also add $12,500 multiplied by 20% equals $2,500 in benefits. So the total personnel cost for the program manager would be $15,000. Here's something to know. Funders often expect to see both the salary and the percentage of time for each person listed in your budget or your budget narrative. Next, let's talk about resources, the materials, the equipment and services your project will need. Think about every tangible or contracted resources you'll require. Think supplies such as books, kits, uniforms, and cleaning materials. Think equipment such as computers, printers and projectors, think professional services, such as consultants, trainers and evaluators, think software licenses or subscriptions, and think of printing and promotional materials. When budgeting for resources, remember to list each item separately. Include quantities and unit costs when possible and use realistic researched prices, not guesses. Here's an example. If you need 100 printed brochures at $2 each, your budget line item would read printed brochures, 100 at $2 each equals $200. Another thing to note, if the funder restricts purchasing capital equipment, things like computers and vehicles, make sure you check the funder's rules before including these things, these costs in your budget. Finally, let's talk about indirect costs, also known as overhead. Overhead covers the general costs of running your organization. Things that aren't tied to a specific project, but are necessary for your operations, things like office rent, utilities, administrative salaries, such as the salaries for the executive director and finance staff. They include things like office supplies. Many funders allow you to include overhead, but they often limit it typically to 10% to 15% of your total costs. Other funders, especially government grants, require you to use a negotiated indirect cost rate if you have one. For example, if your project's total direct costs are $100,000 and the funder allows 10% for indirect costs, you could budget 10% of $100,000, namely $10,000 for overhead. Remember to always check each funder's guidelines. Some will require you to separate indirect costs clearly. Some will allow only a small fixed percentage or ask for a detailed justification. When you combine staffing, resources, and overhead, check that your budget stays within the funder's total grant amount limits. Personnel costs, make sure personal costs don't look inflated compared to project activities. Make sure your resource costs are realistic for your project scale and ensure that overhead is within funder approved limits. Another vital thing to remember is that a good grant budget shows that most of the funding goes toward direct project impact, not to admin. You want to demonstrate that you're putting the donors money to work where it matters most. Here's a small example of how this might look in your budget table. First, under personnel, we have budgeted $15,000 for the program manager. That figure represents 25% of their annual salary and benefits based on the time they will dedicate to this project. Next, we have included supplies, specifically, 100 participant workbooks at $15 each for a total of one $500. These are essential materials for the program's delivery. Under equipment, we have allocated $900 for a new laptop for the program manager. This ensures they have the tools needed to manage communications, documentation and reporting. Moving to contracted services, we are bringing in an external evaluator to assess the project's outcomes. We have budgeted for 30 hours of their time at a rate of $75 per hour, totaling $2,250. Finally, we have included indirect costs at 10% of direct costs, which comes to 1760 $5. These cover general administrative expenses that support the overall organization but are not tied to one specific activity. When you add it all up, the total project budget comes to $21,415. Notice how specific and reasonable each line is. That's the goal. Let's review the best practices. Be specific when budgeting staff time, benefits, and duties. List all resources clearly with quantities and realistic prices. Include overhead if allowed, but keep it within the funder's limits. Balance the budget, so most funds clearly support project activities, not just Admin. Getting your staffing, resources, and overhead estimates right is a huge step toward building a fundable budget. In the next lesson, we'll focus on how to format your budget clearly and how to double check for mistakes before you submit. See you there. 43. How to Format and Double Check Your Budget: You've put a lot of work into estimating your project expenses. Now it's time to make sure your budget is clear, professional and error free. In this lesson, I'll show you how to format your budget so it's easy for funders to read and how to double check it so you avoid common mistakes that will hurt your proposal. First things first. Always, always, always follow the funders formatting instructions. Some funders will give you a budget template. Others will expect you to create your own. If they provide a template, use it exactly as they provided. Don't rearrange categories, don't change headings. Don't skip fields. If they don't provide a template, build your own using clear, simple tables. At minimum, your budget should include a column for the cost category, for example, personnel or supplies, a description of the expense, the cost per item, number of items, and total cost. It should have a clear grand total at the bottom. I recommend you use a spreadsheet software like Excel or Google Sheets to build your budget. It makes calculations easier and it looks more professional. Organize your expenses into logical familiar categories, such as personnel, travel, supplies, equipment, contracted services, facilities such as rent and utilities, indirect costs and other. Again, only use the other item if absolutely needed and always explain what it means. Each category in your budget should group similar expenses together. This makes it easy for reviewers to understand how you plan to use their money. For example, under supplies, you could list workbooks, 100 at $10 each, totals $1,000. Art supplies of $500, printing costs of $750. Avoid mixing different types of expenses together in one category and ensure that each budget line is specific and self explanatory. In other words, instead of writing miscellaneous materials of $5,000, write workbooks for participants, 100 at $10 each equals $1,000. Art supplies for workshops, $500. Posters and flyers for outreach, $750. Clear labels like this prevent funders from guessing, and you want to avoid guessing because guessing often leads to proposal rejection. If your budget includes unusual or complex expenses, explain them briefly either in parentheses or in a separate budget narrative if the funder requires one. Now comes the part many people rush through, but shouldn't checking the math. Funders routinely report that math errors are one of the most common mistakes in grant budgets. Here's a simple checklist. Add up all line items to ensure subtotals are correct. Make sure indirect costs are calculated correctly based on allowed rates. Double check unit prices, quantities and multiplication. And ensure that the grand total matches what you say you're requesting in your proposal narrative. To improve your accuracy, use Excel formulas whenever possible to automate totals. This way, if you update a number somewhere in the spreadsheet, the totals update automatically, and that reduces human error. Finally, make sure your budget matches your proposal narrative. Every major activity you describe in your proposal should have a corresponding line item in the budget. For example, if you mention training volunteers, your budget should show training costs. If you propose running community health events, your budget should show venue rentals and outreach materials. If the funder reads your project description and doesn't see the costs for major activities reflected in your budget, that raises questions about your planning and your credibility. Also, double check that your numbers match across documents. If you say in one document, you are requesting $45,000 in the cover letter, for example, but you say $50,000 in the budget of the proposal, that inconsistency will hurt your chances. Here's a quick example of a poor budget. Supplies, $5,000. Staff, $20,000. Travel $2,500. This is too vague. What supplies? Which staff? What travel? Here is a quick example of a clear budget. Workshop materials of 100 workbooks at $10 each equals $100. Program manager at 25% of their salary equals $12,500. Mileage reimbursement of 500 miles at $0.65 a mile equals $325. This presentation is precise, clear, and easy to understand. Let's summarize what we've covered so far. Follow funder templates and instructions exactly. Organize your budget into logical categories. Label and describe each expense clearly. Double check all math, including totals, formulas, and rates. And ensure that your budget matches your proposal narrative and requested amount. A clear, accurate budget shows funders that you're professional, organized and ready to succeed. In the next few lessons, we'll explore how to create budgets for various types of projects so that you can customize your approach for every opportunity. We'll start with capital campaign budgets. See you in the next lesson. 44. Building Budgets for Capital Campaigns: In this lesson, we're focusing on a special type of grants, capital campaigns. Capital campaigns are really different from typical program budgets. They usually involve big one time investments like building a new facility, renovating an existing one or buying major equipment. Today, I'll walk you through how to structure a clear, professional capital campaign budget that funders can read and trust. A capital campaign budget lays out the full costs of a large tangible project often over multiple years. Typical capital projects include building a community center, renovating a health clinic, purchasing a fleet of vehicles, buying major laboratory or medical equipment, and developing a new park or recreation area. Capital budgets tend to be larger and more complex, and they span longer time frames than program budgets. That's because they must account for all phases of the project from planning and design to construction equipment purchases, and even early operation. Here are some common expense categories that you're going to find in capital campaign budgets and grant proposals. Land acquisition. That's the cost of purchasing land if needed. Architectural and engineering services. That's design planning, permitting fees, construction costs, building renovation, site development, equipment and furnishings. That's desks, computers, medical equipment, vehicles. Project management, that's salaries or consultant fees for managing the project, contingency fund, typically five to 10% of construction costs, and that's for unexpected increases in expenses. Campaign costs. That would be fundraising expenses like brochures, events or consultant fees, legal and permit fees. So that's zoning, licensing and legal review costs, initial operating costs. That's typically seed money to cover early months of staffing or utilities. You need to understand that funders expect capital budgets to be detailed and comprehensive. Eaving out categories like permits or project management signals poor planning on your part. When planning a capital campaign budget, you'll often hear two terms hard costs and soft costs. Hard costs are the direct construction costs such as site work, concrete, lumber, steel, and labor. Soft costs are everything else, including architect's fees, legal fees, permits, insurance, project management, and contingency funds. You must include both hard costs and soft costs in your budget. Here's an example of what I mean. Building construction. That's a hard cost. $500,000. Architect fees. That's a soft cost. $50,000. Permits and insurance. Another soft cost $15,000. Total estimated project cost equals $565,000. Now, many beginners in the nonprofit space forget soft costs, and then they find out too late that they don't have enough money to finish the project. In capital projects, unexpected costs are almost guaranteed. Because prices for materials increase, delays happen and requirements from inspectors or local governments always add expenses. This is why you should build in a contingency fund, typically five to 10% of your total hard costs. For example, if your construction costs are $400,000, a 5% contingency would be $20,000. Showing a contingency line item in your budget like this signals smart, responsible planning. One thing to note about capital campaign budgets is that they often show not just expenses, but also funding sources. Your capital budget should include a sources and uses table like this. At the top, you can see three main sources Committed gifts and pledges total $200,000. These are donations we've already secured or have written commitments for. Then there are corporate grants. They add another $100,000. These may come from local businesses or corporate foundations, those that support the capital campaign. And finally, we are requesting $250,000 through this foundation grant application, the one that you're looking at. That's the portion we're asking the funder to contribute. Altogether, that gives us $550,000 in total committed and requested funding. Now, let's shift to how those funds will be used. Construction will be the biggest cost at $400,000. That covers the actual building or renovation work. Equipment and furnishings are budgeted at $100,000. This would be things like desks, computers, and other essentials to make this space usable. You'll notice that we have included a contingency fund of $25,000. That's about 5% of construction costs, and that is there in the budget to cover unexpected expenses or price changes. And we have allocated $25,000 for legal and permit fees, including zoning, inspections, and professional legal review. You get out your calculator or your spreadsheet, you add it all up and our total project costs match our total funding $550,000. That means we're not asking the funder to fill a gap. We're inviting them to help complete a fully planned, well funded initiative. Now, after doing this exercise, if you still have a funding gap, be honest about your fundraising plan to close it. Funders appreciate transparency. Now let's look at some best practices. Include both hard and soft costs. Be thorough. Research real costs carefully. Get professional estimates where possible. Include a contingency fund to cover surprises. Organize costs logically by project phase from planning to construction to furnishing. Show both funding sources and project uses. Be transparent about any funding gaps and your plans to fill them. Capital projects are major investments, and funders want to know you've thought through every dollar. When you build a clear, detailed capital budget, you show funders you're ready to turn your big vision into a real lasting impact. In the next lesson, we'll shift gears and look at how to build budgets for multi year grants and general operating support because not every grant is tied to just one project. See you there. 45. Building Budgets for Multi Year and General Support Grants: In this lesson, we're going to cover how to build budgets for two special types of grants, multi year grants and general support grants. These budgets are a little different from project or capital budgets, but they're just as important to get right. Let's walk through what you need to know. A multi year grant is funding that covers more than one year. Go figure, often two, three, or even five years. Funders offer multi year grants when they believe in a project long term, when they believe that its impact is going to be long term, and they want to help organizations plan with greater stability. If you're applying for a multi year grant, your budget needs to show what you'll spend each year. The key thing to note is that funders don't want one big number. They want to see how you'll use the money over time. Here's how to build a multi year budget. Breakdown expenses by year, List the costs for year one, year two, year three, and so on. Show changes over time. After all, salaries might increase slightly each year. Equipment purchases might happen only in year one, and program expansion might mean larger costs in later years. Total each year separately and then provide a grand total. Here's what I mean. Let's take a look at this sample multi year grant budget. This table breaks down projected expenses over a three year period. So funders can see not only what we'll spend, but also when we'll spend it. First up personnel. That is the biggest category across all three years. We are budgeting $50,000 in year one with modest increases in years two and three, namely $52,000.50 $4,000 respectively. Now, these increases account for cost of living adjustments or possible raises. Over three years, that totals $156,000 in personnel costs. The next item in our budget is supplies. We plan to spend $10,000 in year one, most likely for initial setup or launch materials, and that amount drops to $8,000 in both years two and three, suggesting that most materials are front loaded. The total for supplies is $26,000. Then we have travel. This cost stays flat at $5,000 per year, likely to cover mileage, transportation to program sites, or staff travel to partner locations. The total here is $15,000 over three years. Add it all up, and the total budget across all categories and all three years is $197,000. This kind of breakdown is exactly what funders like to see in a multi year grant proposal, namely, they want to see a proposal budget that is clear, realistic, and they want to see projections that show how the funding will be used over time. You're showing how the funding needs and activities will evolve year to year. Now, bear in mind that some funders cap the amount that you can request annually. So always check their guidelines. If your costs change over time, explain why. For example, staff salaries might include a 3% cost of living increase each year. Supply costs might drop after year one because you made a major upfront purchase. And program expansion in year two could mean hiring an additional staff person. Funders appreciate seeing the logic behind your numbers. Now, let's shift to general support grants. A general operating support grant funds your non profits overall mission, not a specific project. It's unrestricted money you can use for staff salaries, rent and utilities, program development, communications, fundraising costs, and general administration. General support of this kind is often the most flexible and the most competitive. In other words, it's hard to get. When applying for general support, you usually need to submit your organization's full operating budget, not just a project budget. Your operating budget should show all sources of income, such as grants, donations, earned revenue, and all categories of expenses, such as programs, administration and fundraising, so on. Typical expense categories are program delivery costs, administrative salaries, facilities such as rent, utilities, and maintenance, marketing and communications, professional fees, such as accountants and lawyers, and fundraising costs. Let's take a quick look at this simplified organizational budget. This table gives a high level snapshot of how the nonprofit allocates its annual spending across three main categories. First category is program services. This is where the bulk of the money goes, $400,000 out of the total $550,000 budget. That's about 73% of all expenses, which is right in line with what most funders like to see. It shows that the organization prioritizes direct service delivery as opposed to paying for overhead. Next is administration. This includes things like office operations, human resources, information technology, and general management. It comes to $100,000 or about 18% of the total budget. And finally, we have fundraising. This category includes events, donor outreach, and development staff. It's budgeted at $50,000, which is roughly 9% of total expenses. Altogether, when you add up all of these items, the total organizational budget is $550,000, and it's well balanced. The largest share of the budget supports programs while administrative and fundraising costs are kept within typical and reasonable limits. Funders often look for this kind of proportional spending when reviewing general support grant proposals. Now, here is a free tip. Many funders want to see that the majority of your spending, often at least 65% to 80%, goes to program services rather than to admin or fundraiser. If your administrative costs are too high, you'll raise red flags with the donor. Here's your checklist. For multi year grants, break the budget down by year and explain any changes over time. For general support grants, submit your full organizational budget showing all income and all expenses. Be realistic about salary increases, supply costs, and expansion plans. Link your operating budget to your mission and outcomes. Demonstrate strong financial health. Funders want to invest in stable organizations. Multi year and general support grants are powerful opportunities to build long term stability for your nonprofit. By building clear, thoughtful budgets, you show funders that you can plan for the future and make the most of their investment. In the next module, we'll explore how to strengthen your budget even further by showing in kind contributions, matching funds, and other resources that can boost your proposal. See you there. 46. How to Include In Kind Donations and Matching Contributions: In this lesson, you'll learn how to include in kind donations and matching contributions in your grant proposal budgets. These additional resources can make your proposal much stronger showing funders that others, other funders are already investing in your success. Let's walk through exactly how to document them properly. First, let's talk about in kind donations. In kind donations are non cash contributions to your organization. They're contributions that you receive that help support your project or operations. They can include donated goods like computers, food, and building materials. They can include donated services like legal advice or graphic design, consulting, and they can include donated space like free use of a conference room. And sometimes they include volunteer time depending on the project and the funder rules. Now, remember, in kind donations must be things you would otherwise have had to pay for. They have real value, and you should document when you include in kind donations in your budget, you must assign a reasonable dollar value to each one. Here's how to do that. For goods, use fair market value, what it would cost to buy the item if you went out and bought it. For services, use the provider's normal hourly or project rate. For space, use the going rental rate for similar spaces in your area. And for volunteer time, only assign $1 value if volunteers are providing professional services like accounting, consulting, and legal advice. For general volunteer work, some funders accept the estimated national value of volunteer time, which was $31 per hour in the US according to independent sector. Last time I looked. Here's an example. If a law firm donates 10 hours of legal work at their regular rate of $200 per hour, then the in kind value of that donation is $2,000. By the way, you should list in kind donations in both the income side and the expense side of your budget. Why? Because in kind donations help cover your projected expenses, just like cash would. And because they show you have additional support. Here's what I mean. At the top, you see income. Grant request from the funder that is $50,000. In kind donations. In this case, legal services, $2,000. I kind donations of a venue rental, $1,500. Next come expenses, staff salaries, $30,000. Materials and supplies, $10,000. Legal services donated $2,000. Venue rental, donated $500. Marketing and outreach, $10,000. To make everything clear, label in kind items as donated inside brackets, as we have done here, or describe them as such in your budget narrative. Now let's talk about matching contributions. A match is when the funder requires you to contribute or raise from others an amount that matches their grant. Sometimes it's $1 for dollar match, one for one match, and sometimes it's a partial match, such as $0.50 for every dollar. Matching funds can come from many areas such as your non profits own budget, other grants, major donors, special fundraising efforts, and in some cases in kind donations, but always check the funder's rules. When a funder requires a match, your budget must clearly show how much you're requesting from the funder, how much you're contributing from other sources, and the total project cost. Here's an example of what I mean when it comes to matching donations. If your project costs $100,000 and the funder requires a one to one match, then your grant request is going to be half of what you're looking for, which is $50,000. And the matching funds are going to be $50,000. In this case, we're getting it from annual donors, major donors, events, and so on. Be careful to show matches clearly in both your budget tables and in your budget narrative. And here's a wise piece of advice, if I may say so. Always provide documentation when the matching funds are already committed. This documentation includes letters of commitment and award letters from other funders. And if the match isn't fully secured yet, explain your plans to raise it. Here's your checklist of best practices. Assign fair market value to in kind donations. List in kind contributions on both income and expense sides. Clearly separate cash funding from in kind support. Document committed matching funds whenever possible. Be transparent about any fundraising still needed to meet match requirements. Always follow the funder's special rules about what counts toward a match. Including in kind donations and matching contributions shows that your community, your donors and your partners believe in your project, and that you're not relying on just one funder to make it happen. In the next lesson, we'll talk about how to tailor your budget for different types of funders, because government, foundation, and corporate grants all have different expectations. I'll see you there. 47. Tailoring Budgets for Government, Foundation, and Corporate Grants: In this lesson, you'll learn how to tailor your grant budgets depending on who your funder is, whether it's a government agency, a private foundation, or a corporate donor. Each type of funder has slightly different expectations. If you understand those differences, you can build budgets that feel familiar and trustworthy to each audience. Let's walk through them together, starting with government grants. Government funders, whether they're local, state or federal, are known for having strict rules, detailed requirements, and heavy documentation. When budgeting for government grants, always use their exact forms and templates. You'll often be required to submit your budget through an online portal or in a standardized format. Never invent your own layout for a government grant proposal. Be extremely detailed. Government budgets typically require line by line breakdowns of salaries, showing the percentage of time each person will spend on the project. They'll want quantities and unit costs for everything in your budget. Travel costs must include exact mileage rates or per diem allowances based on government standards, and be sure to follow their allowable cost rules really carefully. For example, you can't include things like alcohol, entertainment, or lobbying expenses in a government funded budget. If your nonprofit has a federally negotiated indirect cost rate, you'll need to use that. If you don't, you might be limited to a standard de minimus rate like 10% of modified direct costs. And here's a tip. If you're ever unsure about whether something is allowed, ask the program officer. Government funders expect questions, and they prefer that you ask before submitting your proposal. Now let's look at private foundation grants. Foundations are usually more flexible than governments. They tend to focus more on your outcomes and your impact and are generally looking for realistic but not overly complicated budgets. When you are budgeting for foundation grants, keep it clear but not complex. Foundations usually want to see major categories like personnel, supplies, and travel along with clear line items and a short budget narrative that explains your key expenses. Make sure your budget aligns closely with your proposal narrative. Foundation funders want to see that your financial plan supports your program goals exactly, so pay attention to their overhead policies as well. Some foundations allow you to include modest indirect costs, maybe ten to 15%, while other foundations expect all their funding to go directly to program activities. So always check their guidelines carefully. And be sure to highlight other funding sources. Foundations, especially community foundations, love to see that you're not relying on them alone for your funding. Showing in kind support, matching contributions, or other confirmed funders will strengthen your proposal. Now let's talk about corporate grants. Corporate donors tend to be interested in visibility, branding, and partnerships. They often want a quick, easy to understand budget overview, and they're less bureaucratic than government funders. But they're still very businesslike, as you can imagine, since they are businesses. When preparing budgets for corporate funders, keep it simple and outcomes driven. Focus on how their support will make a difference. What results or deliverables will their investment help achieve? That's what they want to know. Show them the return on their investment. They'll want to know how many people will be served and how the project ties in with their corporate values, whether those values might be things like sustainability, education, or community health. Be prepared for sponsorship elements too. Sometimes part of the budget might involve recognition, things like banners, promotional materials or signage. If that's the case, clearly separate those costs so the funder can see exactly how their money will be used. And be flexible. Corporations may offer in kind support, like products or volunteers instead of or in addition to cash. Be ready to incorporate those contributions into your budget. Let's do a quick comparison of these three types of funders. Government funders want strict rules, detailed line items, and standard templates. Foundations want clear, realistic budgets that tie closely to your project goals. Corporations want simple impact focused budgets that emphasize deliverables and visibility. Knowing these differences will help you build trust and credibility with every funder you approach. So here's your checklist of best practices. Always read the funder's budget instructions first. Match your detail level to the funders style. Be realistic. Don't overestimate or underestimate your costs. Highlight how your budget aligns with their mission or business goals, and be ready to revise your budget if the funder requests changes. Tailoring your budget to the audience you're speaking to is one of the smartest things you can do as a grant writer. It shows funders that you understand their world and that you're ready to be a trusted partner. In the next lesson, we'll go even deeper and learn how to write a compelling budget narrative. That is, how to write the story that makes your numbers come alive. See you there. 48. Writing a Strong Budget Narrative: In this lesson, you're going to learn how to write a strong budget narrative. The budget itself shows what you plan to spend. The budget narrative, sometimes called the budget justification, explains why. And if the budget is the what the budget narrative is definitely the why, let's dive into why this section matters and how to write one that funders will actually enjoy reading. So what exactly is a budget narrative? A budget narrative explains what each major cost covers, why that cost is necessary and how you arrived at the numbers. In other words, it gives funders a peek behind the curtain so they can see that your budget isn't just reasonable, but it's also thoroughly tied to your project goals. Here's a helpful way to think about it. Your budget narrative is like a short story about how you'll use the money. Now, why does this narrative matter so much? Well, funders don't want to be left guessing. If something isn't clear from your budget table alone, your narrative fills in the gaps. A strong narrative shows how each cost supports your activities and demonstrates that your estimates are realistic and it helps reviewers feel confident in your financial planning. It also produces back and forth questions between you and the funder, and it strengthens your credibility. And here's a bonus. A clear budget narrative makes it easier for your own team to track and manage spending later on. So how should you structure your budget narrative? It's actually pretty simple. First, organize your budget by category, just like your budget table. If your budget table starts with personnel, then travel, then supplies, your narrative should follow the exact same order. Then for each line item, write one to three short sentences that explain what the item is, why it's needed, and how you calculated the cost. That's it. Let's look at a few examples. For personnel, you might write the program manager will spend 25% of their time overseeing project implementation at an annual salary of $60,000. Therefore, $15,000 is allocated for personnel costs. For supplies, you could write workbooks will be provided to each participant. 100 workbooks at $15 each equals $500. And then for travel, Staff will travel to partner sites for training sessions. We estimate 500 miles reimbursed at the federal rate of $0.65 per mile, totaling $325. As you can see, each entry is clear, specific, and concise. There's no fluff, the information that reviewers need to say, Okay, that makes sense. Let's go over a few tips for writing a strong budget narrative. First, always match the order of your budget table. That makes reviewing much easier for the funder. Be specific, but don't get long winded. Get straight to the point. What is the item? Why do you need it, and how did you come up with the number? Next, make sure the numbers match exactly. If your budget specifies $15,000 for a program manager, your narrative needs to clearly state the same amount. Avoid jargon. Assume your reviewers are smart, but they may not know all the technical terms in your field. Connect each cost to your project activities. Show that you're using the funding to move your mission forward, not just covering random expenses. And finally, proof read. Budget narratives often get rushed at the end, but spelling mistakes and incorrect totals will seriously damage your credibility. Now let's quickly go over a few common mistakes to avoid. First, don't copy and paste old budget narratives without tailoring them. Every project is different. Your narrative should be too. Second, don't be vague. Phrases like necessary supplies, won't cut it. Be clear about what you're buying. Third, don't forget to include costs for major activities mentioned in your proposal. If you say you're hosting workshops, but your budget doesn't include materials or venue costs, funders will notice. And finally, don't pad your budget. Funders know what things cost. Inflated numbers raise red flags and hurt your chances of getting approved. So here's your quick checklist for writing a strong budget narrative. Explain what each major cost covers, why it's needed, and how you calculated that number. Follow the order of your budget table. Use clear specific language and skip the jargon. Double check that all numbers match and proof read before you hit Submit. A strong budget narrative doesn't just explain your numbers, I builds trust. It shows funders that you've done your homework, that you understand the scope of your project, and that you're ready to use their money wisely. In our final lesson in this budgeting section, we'll walk through a last minute checklist to help you review your budget and avoid common pitfalls before submitting your proposal. You're almost there. I'll see you in the next lesson. 49. Common Pitfalls to Avoid: In this final lesson in the budgeting module, we're going to do a final review of your grant budget because before you hit Submit, you want to make sure everything is solid. We'll walk through the key steps to take before submitting your budget, and we'll cover the most common mistakes that even experienced grant writers make. Master this review process, and you'll submit budgets that are clear, accurate, and funder friendly every time. Let's jump right in. First of all, let's talk about why this final check is so important. After spending hours building a detailed budget, it's tempting to just check it off and move on. But here's the truth. Budget errors are one of the top reasons proposals get rejected or delayed. A simple math mistake, a confusing line item or a mismatch between your budget and your narrative raises red flags for funders, and those red flags can cost you the opportunity. Taking just 15 extra minutes to carefully review your budget makes all the difference. So, Alan, what exactly should we check? Here's a step by step checklist to follow before you submit any grant proposal. Step one, confirm you followed the funder's instructions. Did you use their required format or template? Did you stay within their allowable cost guidelines? Did you include everything they asked for, like a budget narrative? Step two, double check all your math. Are your totals correct? Are your subtotals correct? Do your numbers match across every document, the budget table, the narrative, the cover letter? Did you use the right indirect cost rate if one applies? Step three, review each budget line for clarity. Is every line item easy to understand? Are quantities, rates, and totals clearly shown? Did you avoid vague labels like miscellaneous? Step four, match your budget to your narrative. Does every major activity that you talk about in the proposal, have a corresponding cost in the budget. Are the numbers consistent from one section to the next? Step five, proof read everything. Look for typos, formatting mistakes, and inconsistent figures. Make sure all units of measurement like mileage rates or hourly wages are correct and current. Now let's go over the most common pitfalls so you can avoid them. Pitfall number one, math mistakes. A small calculation error or broken formula in your table can undermine your credibility. To avoid this, use spreadsheet formulas where you can and have someone else check your math. Pitfall number two, budget and narrative don't match. If you describe an activity in your narrative, but it doesn't show up in your budget or vice versa, that creates confusion. The solution review both documents side by side before you submit. Pitfall number three, ignoring the funders formatting. Submitting a beautifully designed spreadsheet that doesn't follow the funders required template, that's a quick way to get rejected. So always use the format they provide. Pitfall number four, including unallowable costs. Things like fundraising expenses, alcoholic beverages or lobbying activities are usually prohibited. Always check the funder's rules carefully and leave out anything that they don't allow. And Pitfall number five, overgeneralization. I'm talking about vague entries such as program expenses, $10,000. That's not going to inspire confidence. Instead, break those costs down. Specificity builds trust. Let's do a quick final audit together. Before you hit Submit, ask yourself, does this budget match the project I've described? Are all costs allowed under the funder's guidelines? Are all calculations accurate? Are my line items clear and specific? And does the budget look professional, organized, and easy to follow? If you can answer yes, yes, yes, to all five of these questions, you're good to go. Let's wrap up with some final takeaways. Always review the funder's instructions again, right before you submit. Double check your math and make sure everything's consistent. Be clear, specific and professional. If possible, have someone else review your budget. Fresh eyes are powerful. And finally, take pride in submitting a clean, accurate budget. It reflects the professionalism of your entire organization. Well, congratulations. You now have the skills to build clear, credible, fundable budgets for all types of grant proposals. And remember, a strong budget isn't just a financial tool, it's a trust building tool. It shows funders that your nonprofit is ready to turn vision into action and investment into impact. This, you'll be glad to know is the last lesson in the budget module. In the next module, we look at how to write the section of your grant proposal that describes your organization. See you there. 50. Purpose of Organization Section: Hi there, and welcome to this lesson on writing the organizational information section of a grant proposal. In this video, we're going to look at what this section is, why it matters, and how to write it in a way that builds real credibility with funders. Now, this might seem like the easiest part of your proposal to write. After all, you're just writing about your own nonprofit, right? But here's the thing. This section is often overlooked, and when it's written poorly, it can actually hurt your chances of getting the grant. So let's get clear on what this section is really about. The organizational information section is where you introduce your non profit to the funder. You're answering a really important question, namely, why should we trust you to carry out this project? That's a hard question. This part of the grant proposal is your chance to position your organization as capable, credible and aligned with the funder's goals. Think of this section as a commercial, not a history book. It's not the place for a long list of past programs or cut and paste information or from your About Us page on your website. It's your opportunity to say, Here's who we are. Here's what we do well, and here's why we're the right team for this project. Done well. This section can tip the scales in your favor, especially when funders are choosing between proposals with similar ideas. So what should you include in this action? You're asking? Well, most funders expect to see the following your mission statement, a brief history of the organization, the community or population you serve. An overview of your main programs and services, your accomplishments or track record. Qualifications of key staff or leadership, infrastructure or partnerships that support your ability to deliver the project. But, and this is key, you don't need to include everything about your nonprofit, only include what supports your current funding request. Let me give you an example of what to include and what to skip. Let's say your nonprofit runs four programs, an after school tutoring program, a weekend food distribution initiative, a community garden, and an annual fundraiser. Now, if you are applying for a grant to expand your tutoring program, you want to focus your organizational information section on your education work. You want to highlight your tutoring results, your experience with academic programming, and your relationships with local schools. You'll agree, it's fine to mention your other programs briefly, but don't let them distract the funder from the main point. The main point is, you want the funder thinking, this group knows how to deliver education programs. I trust them to make this one a success. Now let's talk about what to avoid. First, don't just copy and paste your websites about us page. That content is written for a general audience. A grant reviewer is asking, Can I trust this organization with our money? It's a hard question, right? Second, stay away from vague language. We serve the community or we're passionate about helping others. That sounds nice, but those phrases don't tell the funder anything useful. Instead, be specific. We serve more than 500 low income families in Milwaukee through weekly food deliveries and youth mentoring programs. That's better. Third, don't assume the funder knows who you are, even if they funded you before. Write this section as though you're meeting them for the first time or as though they're meeting you for the first time. And finally, don't let this section drag on. Aim for one page unless the funder gives other instructions. Keep it focused, keep it relevant. Now when it comes to writing this section, here's a helpful mental model. Imagine you're introducing your nonprofit to someone at a networking event. You've got 60 seconds. What do you say? Well, what do you do? Why does it matter? Why are you good at it? That's the tone and clarity you're going for in this section. You're not telling your origin story or listing every past achievement. You're showing that your nonprofit is ready and able to deliver the project that you're proposing in your proposal. Let's wrap up with a few best practices. Focus on what's relevant. Only include information about your organization that helps the funder say yes to this specific proposal. Be specific. Use numbers, names, and outcomes when you can. Stay concise. Aim for one page unless told otherwise. Use clear, confident language. Avoid filler or jargon. Tie it to the project. Everything in this section should reinforce why your organization is qualified to deliver this project in your proposal. In our next lesson, we'll dive deeper into one of the key parts of this section, namely your mission and history. You'll learn how to present your non profits purpose and background in a way that's clear, compelling, and relevant to funders. Thanks for watching. See you in the next lesson. 51. Crafting Your Mission and History: In this lesson, we're going to dive into the first key part of your organizational information section, namely, your mission and your history. This might sound like something you already know how to write. But the way you present your mission and history in a grant proposal is very different from how you might talk about them on your website or in a brochure or in a PowerPoint presentation. Funders don't just want to know what your mission is. They want to know how your mission connects to the project that you're asking them to fund. And they want to know how your history gives you the credibility to carry that mission forward. So let's talk about how to write this part of your proposal in a way that's both compelling and funder focused. There's a word for you. Start with your mission, but trim the fat. Let's start with your mission statement. Many nonprofits have long, beautiful mission statements full of heartfelt language. For internal documents or promotional materials. But in a grant proposal, you want to boil it down. Your goal is to clearly state what your organization does, who you serve, and why you do it in one or two sentences. Here's an example of a bloated mission statement that might work on a poster. Our mission is to empower underserved youth by creating innovative, collaborative learning opportunities that inspire creativity, leadership, and academic success in a supportive and inclusive environment. Now let's trim that down for a proposal. We help underserved youth succeed in school and life through free tutoring, mentoring, and enrichment programs. You hear the difference? It's the same purpose, but simpler and clearer. Now, connect your mission to the proposed project. Once you've stated your mission, take a moment to link it to the project you're seeking funding for. For example, you might say, our mission is to increase food security in low income neighborhoods through home deliveries and mobile pantries. This grant will help us expand that mission by launching a new weekend food box program for seniors. That one sentence does a lot of work. It tells the funder what you stand for and shows that the proposed project aligns with your mission and their funding goals. Next, tell a short, relevant version of your history. You don't need to give a full timeline or a year by year breakdown. What you want is a brief strategic overview, just enough to show that you have experience, staying power, and credibility in your field. Here's a simple structure you can use when and why you were founded. A few key milestones or moments of growth, your current status or size. Here's how that might sound in a proposal. We were founded in 2009 by a group of parents concerned about the lack of afterschool options in our community. In the first year, we serve 15 children in a church basement. Today, we run three after school sites and serve over 400 children annually. That's short and to the point. It shows growth and it shows commitment. And it sets up the rest of the proposal to talk about programs and impact. Next, use storytelling sparingly, but strategically. Now, you might be tempted to share a powerful founding story, how you got started, like how your founder was inspired by a personal experience or how your organization emerged after a local crisis. That kind of storytelling can be helpful, but only if it's brief and relevant to the project you're proposing. Here's a quick example. Our founder, a retired teacher, started the program after noticing that many of her former students lacked access to summer learning. That same commitment to equitable education still drives our work today. That's one sentence. It gives context and heart without getting lost in unnecessary details. Let's pause and talk about some common mistakes to avoid when writing this section. First, don't ramble. Keep your mission and history tight and focused. Remember, funders may be reading dozens of proposals. So respect their time. Second, don't assume the reader is familiar with your organization, no matter how big you are or how long you've been in town, even if you're well known in your city or field, write as if you're introducing yourself to someone for the first time. Third, avoid generic phrases like we do important work, or we've been serving the community for years. Instead, be specific. Who do you serve? And how long have you been doing it? Here's an example of what not to do. We've been around for a while and do a lot of great things in the community. Now, compare that to this statement. Since 2012, we have provided free legal aid to over 2000 low income families in Jefferson County. You see the difference. Specificity builds credibility. To wrap up, here are a few best practices for writing the mission and history part of your organizational information section. Be concise. Aim for one or two sentences on your mission and a short paragraph for your history. Make it relevant. Highlight parts of your mission and history that directly support the project you're proposing. Use clear plain language. Avoid jargon or vague statements. Show growth and commitment. Even a short timeline of your growth can demonstrate stability and capacity. Connect this section to the project. Use this section to build a bridge between your organizational identity and the work you're asking the funder to support in your proposal. In our next lesson, we'll take the next step, how to describe your programs, services and expertise without overwhelming the reader or sounding like a brochure. See you in the next lesson. 52. Describing Programs, Services and Expertise: In this lesson, we're going to talk about how to describe your programs, services and areas of expertise in the organizational information section of your grant proposal. This is the part of your proposal that tells the funder what you actually do. That is your core work, the people you serve, and the results you deliver. And it's your opportunity to show that you have the skills, experience, and focus needed to successfully carry out the project you're proposing. Now, I know what you might be thinking. Alan, we do a lot of things. How can we possibly fit it all into one short section? That's what we're going to solve today. I'll show you how to choose the right details, frame them strategically, and write about them clearly without overwhelming your reader. So why does this part of the proposal matter so much? Funders want to support projects that will succeed. And part of how they judge that is by looking at your past and present work. So this is your chance to prove that your organization knows how to make an impact. You want the reader to say, Ah, this nonprofit already works in this space. They already know the community and they've already delivered real results before. Now let's talk about what to include and what you can leave out. Here's a simple rule of thumb. Only include the programs and services that directly support or strengthen your request for funding. If you're applying for a grant to expand your mental health counseling program, for example, you don't need to go into detail about your annual gala or your community garden unless they somehow support that program. Let's say your organization runs five programs. In your proposal, you might mention all five in a single sentence. Then focus most of your writing on the one or two programs that relate to the grant. Here's how that could look. We offer five core programs focused on education, health, and food security. This proposal will support our youth mentoring program, which matches 80 middle school students each year with trained adult volunteers. Now, that one single sentence establishes your breadth and then zooms in on what matters most to the proposal. So how do you describe your services clearly and specifically? Well, I'll show you. For one thing, avoid broad or vague descriptions like we run various programs for the community. Instead, be clear and specific. Here's a better way to write it. Each week, we deliver 1,200 meals to homebound seniors across three counties. Our volunteer drivers also perform wellness checks and report health or safety concerns. A message like that tells the funder exactly what you do, who benefits, and how it works. And when you're specific, you sound more credible. Now let's talk about using numbers because numbers matter. You don't need to turn this into a statistical report, but including a few key numbers adds power and precision. Simply mention how many people you serve, for example, and how often and where? For example, our job readiness program has helped over 300 adults secure full time employment since 2018. Or here's another example. We serve an average of 75 children per day across three after school sites. Numbers like this give the reader a sense of your reach and your capacity and help them imagine the potential scale of the project that you're proposing. It's also important to be clear about who you serve. You need to be respectful. You need to be accurate, and you need to avoid stereotypes and generalizations. So instead of saying we work with at risk youth, you say, we serve middle and high school students in the city's southside neighborhood where graduation rates are 40% below the national average. Or you write it this way. Our clients are primarily low income, Spanish speaking seniors living alone in rural areas. These kinds of details help your funder understand both the needs of your community and your connection to it. Now let's shift to your expertise and why that matters. This is where you explain why your organization is qualified to do the work you're proposing. If you've done similar projects in the past, say so. If your staff have special training or experience, mention that as well. If your organization has built strong community partnerships or is known as a leader in the field, obviously, include that, as well. Here's an example. Our program staff includes two licensed social workers and a former school principal with 15 years of experience designing after school programs. Here's another example. We've been recognized by the State Department of Health for our innovative approach to rural outreach. Now, writing like this, you're not bragging. You're simply building the funder's confidence in your ability to succeed with their money. Now let's quickly go over a few things to avoid. First, don't try to list every single program or event. It's not your annual report that you're writing. It's a focused argument for funding a specific project. Second, avoid jargon and internal nonprofit language. For example, don't say CASE framework helps drive outcomes across all pillars, whatever that means. Instead, explain what you do in plain English. Third, don't exaggerate. Funders do their homework. So be accurate and honest about your reach and your capacity. And finally, avoid filler phrases like, we're doing amazing things or we are extremely impactful. Let the facts do the talking. Let's wrap up with a few best practices. Focus on relevance. Highlight the work that relates to the proposed project. Be specific. Use numbers and real world examples. Describe who you serve. Include location, age group, and any other relevant details. Show your expertise. Briefly mention credentials, experience, and partnerships and use plain language. Make it easy for a first time reader to understand your work. In the next lesson, we're going to build on this foundation and talk about how to highlight your achievements and track record because showing what you've already accomplished is one of the best ways to win a funder's trust for the future. Thanks for watching. I'll see you in the next lesson. 53. Showcasing Achievements and Track Record: So far, we've covered your mission, your history, and your programs. Now it's time to prove that what you do actually works. In this lesson, we're going to talk about how to showcase your achievements and track record, a critical part of the organizational information section of your grant proposal. Funders want to know, have you made a difference in the past? Have you delivered results? Can you back up your claims with real accomplishments? That's what this lesson is all about. Start by talking about why this matters. Let's be honest. Lots of organizations have great missions. Lots of them run good programs. But when it comes to funding, what sets you apart is your track record. This is where you say, don't just take our word for it. Here's what we've achieved. And when you do this well, you inspire confidence in a funder. You give the funder a reason to believe that if they give you their money, you'll put it to good use because you've done it before. That's the key now let's look at how to choose which accomplishments to include. Just as we did in the last section, we need to remember that you don't need to include every success story your nonprofit has ever had. You want to pick achievements that are most relevant to the project you're proposing. Let's say you're applying for a grant to launch a new job readiness program. You should highlight past accomplishments that show your experience with workforce development, skills, training, or career support. Here's an example. In 2022, our six week job readiness boot camp helped 85% of participants secure employment within three months of graduation. That's powerful, right? It's specific, and it speaks directly to the proposal at hand. Next, let's talk about the role of numbers. One of the best ways to show impact is with data. Now, don't worry. You don't need fancy charts or huge datasets. Just one or two well placed statistics can make a big difference. So instead of saying, our food pantry is a vital resource for the community, you say, last year, our pantry distributed over 60,000 pounds of food to more than 1,200 families. Numbers, right? Instead of saying, we've helped many students improve their grades, you say 92% of students in our tutoring program improve their reading scores by at least one grade level. You see the difference. Those numbers give the funder confidence that your programs aren't just well intentioned. They're effective. They actually make a difference, a measurable difference. Let's also consider the power of a quick story. After all, sometimes a short story can make your impact feel more real. If you've got a powerful example of a person, a family or group who benefited from your work, and you can share it briefly and respectfully with their permission, it can be a great addition. Here's what that might sound like. After losing his home to flooding, Abdul and his family were living in a shelter with no income. Through our livelihood recovery program, Abdul received a starter grant to launch a small poultry business. Today, he's earning enough to send his son back to school. Now, be careful not to let a story take over the whole section. This is not the place for a full page profile. Just one or two sentences is plenty. And always change names or get permission to share personal details. Another great thing to include how your organization learns and grows. Funders appreciate when you show that your organization is learning from its experience. Maybe you tried something that didn't work, but then you adjusted. Maybe you've scaled up a successful program. Maybe you're expanding based on demand. Here's an example of what I mean. After piloting our farmer training program with 50 participants in Northern Uganda in 2021, we expanded to support over 200 farmers in 2022. On average, participants doubled their crop yields within a single growing season. This kind of example shows that your organization is thoughtful, data driven, and always looking to improve. Now, let's take a minute to cover what to avoid. First, avoid vague statements like, we've had a lot of success over the years. That doesn't mean anything to the funder. Always backup claims with specific examples or numbers. Second, don't exaggerate. Be satisfied with your accomplishments, but be honest. If you serve 47 people, don't round up to 100. Funders do their homework, and if they catch you stretching the truth, your credibility takes a hit. Third, don't list every little award or mention you've ever received. Pick one or two that are impressive, recent, and representative. That is, they're relevant to the proposal. And finally, don't turn this into a full report. This section is still just part of your overall proposal, so keep it concise. Let's wrap up with a few best practices. Focus on relevant accomplishments. Highlight results that relate directly to the project you're proposing. Use data to show impact. Include one or two statistics to back up your claims. Consider a short story. A quick anecdote can help personalize your success, but just keep it short and brief. Show growth or learning. Mention how you've adapted, scaled or improved your programs. Be honest and clear. Avoid vague claims and stick to the facts. In the next lesson, we'll move from results to resources and talk about how to describe your staff, board, and infrastructure in a way that shows you've got the capacity to deliver. I'll see you in the next lesson. 54. Demonstrating Capacity with Staff, Board, and Resources: In this lesson, we're going to cover how to write about your organization's capacity, specifically, your people, your leadership, and your resources. This is the part of the organizational information section where you show that you don't just have good ideas. You have the right team and infrastructure to make those ideas happen. Funders are always asking themselves, can this organization actually deliver the project they're proposing? In this lesson, you'll learn how to confidently answer that question with a yes. Let's start by looking at why capacity matters. Even if your mission is inspiring and even if your past projects were successful, a funder still needs to know that you have the internal capacity to carry out this specific project on time, on budget, and with real results. So this section is your chance to say, we've got the people, the systems, and the structure to get this done. Let's look at how to describe your staff and leadership. You don't need to include long bios or resumes, a few sentences highlighting the experience and qualifications of the people who will lead or support the proposed project. Here's a good example. The program will be led by our Director of Youth Services, who holds a master's in social work and has over ten years of experience managing, mentoring programs in urban schools. That's it. Short and strong. If there are other team members who are central to the project, such as a grant manager, caseworker, or volunteer coordinator, you can name them too, along with one line about their experience. Here's another example. Our nutrition coordinator is a registered dietitian who has developed meal plans for food insecure populations for the past five years. Just keep it relevant. Don't list every staff member, stick to the ones who directly contribute to the success of the proposed project. Now, let's think about how to talk about your board or governance. If your board plays an active role in strategic direction, oversight or fundraising, and especially if you're applying for foundation or government grants, it can help to mention this. You might say something like our 12 member board of directors provides financial oversight and strategic planning support and includes leaders from healthcare, education, and the business community. You don't need to name everyone on the board or go into detail. Just show that you have a thoughtful, engaged group on your board, providing leadership and accountability. Let's move on to infrastructure and resources. This is where you describe any facilities, systems or partnerships you have that strengthen your ability to carry out the project. These might include a physical location. Data systems. Equipment, volunteer networks or partnerships. For example, the project will be delivered from our 4,000 square foot community center, which includes three private counseling rooms a computer laboratory, and a commercial kitchen. Here's another example. We maintain a volunteer roster of over 150 trained individuals who assist with tutoring, meal delivery, and translation services. And here's yet another example. We have an existing partnership with the County Health Department, allowing us to refer clients for follow up care and data tracking. If you look those over, you'll see that each of them details and reinforces that you already have the tools and systems in place to deliver results. Let's take a minute to cover what to avoid. First, don't overdo it. You're not writing resumes. Stick to short focused descriptions that show why your staff or board are well suited for the work. Second, don't include unrelated details. If you have an impressive media presence or host an annual fundraiser, that's great. But unless those things are relevant to the project, leave them out. Third, don't gloss over gaps in your capacity. If you're short staffed or still developing a piece of infrastructure, be honest. But emphasize your plan to address that gap. Funders appreciate transparency. Here's how to do that. While we are currently recruiting a new program coordinator, our deputy director will oversee the project until the role is filled. We have budgeted for the position and anticipate hiring by third quar three. That kind of statement shows you're realistic and proactive. As you write, here are a few formatting tips to keep in mind. Use job titles instead of names unless the individual's name and background are especially relevant. Group related staff together when it helps save space, like saying, our mental health team includes two licensed social workers and the clinical psychologist. And stick to one short paragraph on capacity unless the proposal guidelines ask for more. Let's wrap up with some best practices. Highlight relevant staff. Focus on the people who will lead or deliver the project and describe their experience briefly. Mention governance. If your board plays an active role in oversight or strategic direction, include a line about it. Showcase your resources. Mention facilities, technology, partnerships or volunteers that support your capacity. Be concise and relevant. Only include details that strengthen your case for this specific project. And if there's something you're still building, acknowledge it and explain your plan. In the final lesson of this module, we'll tie everything together and talk about how to polish and tailor your organizational information section for each grant opportunity. You're almost there. I'll see you in the next lesson. 55. Polishing the Section and Tailoring It to the Funder: Welcome to the final lesson in this module. So far, you've learned how to write your mission, your history, your programs, your achievements, and your team. Now it's time to bring it all together and get it ready for a real funder. In this lesson, we're going to talk about polishing your organizational information section and tailoring it to each grant opportunity. Because here's the truth. Even a well written organizational profile can fall flat if it isn't aligned with the funder's priorities. So let's walk through how to refine your draft and customize it so it's more likely to win support. Let's start by revisiting the funder's guidelines. Before you even hit Save, go back and reread the funder's guidelines. Some funders will specifically ask for about the applicant section or organizational capacity. Others might fold it into a broader section called project background or applicant qualifications. Make sure you know where this information belongs in their application format, and double check any word or page limits. And remember, if the funder asks a question, answer that question. Don't just paste in a general description. Now let's talk about making sure your story aligns with their mission. This is where you connect the dots between what you do with what the funder wants to achieve. If a funder is focused on improving childhood literacy, for example, make sure your organizational story highlights your literacy work. If they prioritize serving indigenous communities, highlight any relevant programs or partnerships you've had with those communities. Let's say your nonprofit runs five community programs, and let's say that you're applying to a health focused funder for a project related to nutrition. Instead of listing all five programs in equal detail, you might say, while we offer a range of services, including youth mentorship, housing assistance, and financial literacy, the focus of this proposal builds on our ten year history of running nutrition and food security programs across four neighborhoods. Now, writing that way with that kind of focus shows you understand what the funder cares about, and you're already doing work in that space. Next, check that your writing flows like a story. At this stage, read your full section out loud and ask yourself, does it flow logically? Does each part build toward the message that we're the right organization for this project? Are there unnecessary tangents a good organizational information section feels like a short, well organized story where you came from, what you do, how well you do it, and why you're the right team for the job. If anything feels out of place, cut it or move it and make sure each paragraph connects smoothly to the next one. Transitions like building on this experience, and to meet this need, guide your reader through your narrative. Now it's time to trim the fat. Many funders expect the organizational information section to fit on a single page, sometimes even less than that. That's about three to five short paragraphs. So go through and cut repeated information, unnecessary adjectives and overly detailed descriptions of minor programs. Ditch flowery language like our organization is extremely passionate about changing lives and stick with specifics. Instead of saying something general, like, we're the best community organization in our region, provide specific and measurable details such as our organization has served more than 5,000 residents across 12 zip codes over the past three years. That is the kind of fact that funders remember. Now, let's make sure your tone and style are working for you. So ask yourself, are we using plain confident language? Are we avoiding jargon and acronyms? Are our sentences clear and easy to read out loud? Does the tone sound professional, but also human and authentic? You want to sound capable, not arrogant, experienced, not stuffy, committed, not desperate. This takes practice, but here's a good test. Hand your draft to someone who doesn't work in the nonprofit sector. Ask them, does this make sense? Does this make us sound trustworthy? And finally, run one last relevance check. Go through each paragraph in your organizational information section and ask, does this detail make the funder more likely to trust us with their money? If yes, keep it. I no, cut it or move it to another section of the proposal. This last step can really sharpen your section because when every sentence supports your case, the result is a tight, persuasive, thunder focused narrative. Let's close with a few key takeaways. First, follow the funder's format and instructions. Answer their questions directly. Respect word or page limits. Second, align your message. Show how your mission and experience match the funder's goals. Third, cut the clutter. Trim unnecessary details and keep your writing focused. Fourth, be confident and specific. Let your results speak for themselves, and fifth, test your clarity, read it out loud or get feedback from someone outside your organization. And that brings us to the end of this lesson and the end of this module. You've now learned how to write a compelling, funder focused organizational information section step by step. You've learned what to include, what to leave out, and how to polish it until it's clear, powerful, and persuasive. And best of all, you've got a reusable template you can adapt and tweak and customize for every proposal you write. Thanks for learning with me. You're doing important work, and now you're better equipped to fund it.