The erosion of informal relationships with federal agencies has fundamentally altered how universities assess risk. When routine questions go unanswered and faculty fear surveillance of their collaborations, innovation suffers as researchers retreat from proposals and international partnerships.

Faculty exhaustion has deepened beyond pandemic-era stress into permanent strain. At teaching-intensive institutions, even small seed grants require navigating weeks of bureaucratic obstacles. In the humanities, major NEH program cuts and shifting donor priorities toward immediate impact have left experienced scholars struggling to sustain long-term critical work.

Counter intuitively, the most stable research leaders practice restraint rather than bold transformation. By refusing to outpace federal guidance and clearly communicating realistic institutional capacity, they’ve maintained steadier operations. Many institutions have abandoned broad, small-scale bridge funding for targeted faculty cohorts receiving intensive support, while others invest in shared proposal development resources and grant-writing consultants. Yet leaders agree the critical factor isn’t funding, it is morale.

Research administrators increasingly spend time interpreting political signals and strategically reframing work. Some train faculty to avoid problematic keywords, while others align messaging with phrases like “Make America Healthy Again”. This strategic repositioning reflects a troubling reality: research is becoming a political act.

The shift toward industry partnerships to replace declining federal support raises fundamental questions about who determines research priorities and why. Leaders fear that political instability and funding volatility will force institutions to abandon long-term research strategies for short-term survival, undermining the patient cultivation necessary for transformative scholarship.

Despite these challenges, cautious optimism persists. Cross-institutional humanities collaborations are emerging, STEM fields are organizing around AI initiatives, and some leaders embrace moral clarity by honestly communicating what they cannot support. Many focus on strengthening internal collaboration rather than external competition.

The post Mounting Pressures Facing University Research appeared first on Grant Training Center Blog.

The Current State of Federal Grants

The recent changes have led to increased scrutiny of federal grants, potential termination of existing contracts, and a temporary freeze on new grants and contracts. This situation has understandably caused concern among grant recipients and applicants. However, it’s important to note that while challenges exist, federal funding has not disappeared entirely. Agencies are working to interpret and implement new guidance, and some funding streams are beginning to resume.

Diversifying Your Funding Portfolio

In these uncertain times, diversification is essential. Following are some alternative funding sources to consider:

1. Private Foundations: Many foundations offer grants for research and educational programs. Research organizations like the Gates Foundation, Ford Foundation, or field-specific foundations relevant to your work.
2. Corporate Sponsorships: Businesses often have corporate social responsibility programs that include funding for research and education. Look for companies aligned with your field of study.
3. Crowdfunding: Platforms like Experiment.com or GoFundMe can be effective for smaller, targeted projects.
4. State and Local Grants: Don’t overlook funding opportunities from your state or local government agencies.
5. International Funding Sources: For some research areas, international organizations or foreign government agencies may offer grants.
6. Community Development Financial Institutions (CDFIs): These organizations focus on community-based projects and may offer attractive terms for certain types of research.
7. Partnerships with Industry: Collaborative projects with private sector companies can provide funding and real-world applications for your research.

Strategies for Securing Alternative Funding

1. Refine Your Proposal: Competition for alternative funding sources may be fierce. Ensure your proposals are well-crafted and clearly demonstrate the value and potential impact of your work.
2. Network Actively: Attend conferences, join professional associations, and engage with potential funders to build relationships and learn about opportunities.
3. Collaborate: Consider forming partnerships with other institutions or researchers to strengthen your applications and share resources.
4. Stay Informed: Regularly check funding databases and sign up for newsletters from potential funding sources to stay aware of new opportunities.
5. Adapt Your Approach: Be prepared to adjust your research focus or methodology to align with the priorities of different funding sources without compromising your core objectives.

While the current federal funding landscape presents its challenges, it also opens up opportunities to explore new avenues and diversify your funding sources. Instead of viewing this as a setback, now is the time to take a proactive, creative, and persistent approach to navigate these changes.

The post Navigating the Shifting Landscape of Federal Grants appeared first on Grant Training Center Blog.

• Increasing emphasis on grants that address pressing societal issues, such as climate change, public health, and social inequality. For example, there has been a surge in grants for renewable energy research, community health initiatives and programs aimed at promoting diversity and inclusion in various fields.
• Growing popularity of collaborative grant programs that encourage partnerships between multiple stakeholders. These initiatives recognize the importance of interdisciplinary approaches and collaboration across sectors to tackle complex challenges.
• Rising interest in supporting sustainability of projects that not only deliver immediate results but also have the potential for lasting positive effects on communities, ecosystems, and economies.
• Advances in data analytics and artificial intelligence that enable funding agencies to better assess the potential impact and feasibility of grant proposals, leading to more informed decision-making.
• Intense competition for funding, with many worthy projects vying for limited resources. Donors are placing an emphasis on funding projects that are innovative, have wide impact, address significant issues of relevance to them, and are well written.

In response to these challenges and opportunities, there is a growing emphasis on capacity building and support services to help applicants strengthen their grant-writing skills, develop robust project proposals, and navigate the intricacies of grant procurement. Organizations such as universities, non-profits, and government agencies are offering training programs, workshops, and mentorship opportunities to empower aspiring grant seekers and increase their chances of success. For example, we at the Grant Training Center have seen a threefold increase in the number of professionals we train in our Grant Development workshops, as well as in the requests we receive for the grant reviews and editing of grant proposals.

The post Key Trends in Grant Funding appeared first on Grant Training Center Blog.

The following is how grant writing know-how can help you stand out and secure a job:

Strong Communication Skills:

Grant writing requires clear and persuasive writing, which is a highly sought-after skill in many job roles. Your ability to communicate effectively can set you apart from other candidates during the application process and in the workplace.

Attention to Detail:

Grant writing involves meticulous attention to detail to ensure that proposals are accurate and well-organized. This skill is valued in many positions, especially those that involve data analysis, quality control, or project management.

Project Management Abilities:

Grant writing often entails creating project plans, budgets, and timelines. These skills are transferable to roles that require effective project management, whether you’re leading a team, coordinating tasks, or ensuring deadlines are met.

Research Proficiency:

Successful grant writing involves thorough research to understand funding opportunities and tailor proposals to specific requirements. This research skill is applicable to various jobs that involve data gathering, analysis, and strategic planning.

Strategic Thinking:

Crafting grant proposals requires strategic thinking to align your organization’s goals with potential funders’ priorities. This ability can be valuable in roles that involve business development, marketing, or sales.

Financial Literacy:

Grant writers often work on budget development and financial projections. This financial literacy is relevant to jobs in finance, accounting, and budget management.

Collaboration and Networking:

Grant writers often collaborate with colleagues, partners, and funders. This experience can be advantageous in roles that require teamwork, relationship-building, and networking.

Innovation and Creativity:

Developing unique and innovative proposals to secure funding highlights your creativity and problem-solving abilities. These traits are attractive to employers looking for candidates who can bring fresh ideas to their teams.

Results-Oriented Approach:

Successfully securing grants demonstrates your ability to achieve tangible results. Employers appreciate candidates who can showcase their track record of achieving goals and driving positive outcomes.

Industry Relevance:

If you’re applying for a job in a nonprofit, research, or academic setting, having grant writing expertise can demonstrate your understanding of funding processes and your ability to contribute to securing resources for the organization.

Higher Education Advancement:

Faculty promotion, advancement, and tenure are often directly tied to your success in grant procurement.  This in turn relates to your reputation as a researcher and the prestige of your institution.

When applying for jobs, be certain to highlight your grant writing experience on your resume, cover letter, and during interviews. Emphasize the transferable skills and qualities you’ve developed through grant writing that make you a well-rounded and capable candidate. Even if the job doesn’t involve grant writing directly, your expertise can make you a more attractive candidate by showcasing your ability to bring valuable skills to the table.

The post How Does Grant Writing Experience Help Me Get a Job? appeared first on Grant Training Center Blog.

The following is a step-by-step guide on how to write the NIH DMP:

Understanding the NIH Data Sharing Policy:

Familiarize yourself with the specific data sharing requirements and policies outlined in the Funding Opportunity Announcement (FOA) or the agency-specific guidelines. Each NIH institute may have slightly different expectations for data sharing, so be sure to tailor your plan accordingly.

Starting early:

Begin working on your DMP early in the grant writing process. This detailed document requires thoughtful consideration, and rushing through it could lead to oversight or errors.

Types of data to be collected:

Clearly outline the different types of data that will be generated in your research project. This can include experimental results, survey responses, clinical data, genomic data, imaging data, etc.

Data collection procedures:

Explain how you will collect and generate the data. Describe the instruments, protocols, and methodologies you will use. Address issues like data quality control and validation.

Data organization and documentation:

Detail how you will organize and document your data during the research project. This can involve establishing a standardized naming convention, using metadata, and creating data dictionaries or codebooks.

Data storage and backup:

Describe how you will store your data securely during the project. This may involve using institutional servers, cloud-based storage, or other dedicated data repositories. Include information on data backup procedures to prevent data loss.

Data sharing:

Clearly state your intentions regarding data sharing. If you plan to share data, specify the timing and conditions under which the data will be made available to other researchers and through which platforms or repositories.

Data access controls and restrictions:

Address any sensitive or confidential data and explain how you will protect the privacy and confidentiality of human subjects, as well as any intellectual property considerations.

Data preservation:

Outline your plan for the long-term preservation of the data beyond the project’s duration. Identify suitable data archives or repositories for depositing the data and explain how you will provide access to the data after the project ends.

Data sharing agreement (if applicable):

If data sharing involves collaborations with other institutions or researchers, mention any data sharing agreements that will be established.

Roles and responsibilities:

Clearly define the roles and responsibilities of team members regarding data management. This includes data ownership, access permissions, and data custodianship.

Compliance and ethical considerations:

Address any compliance requirements related to data management, such as data use agreements or Institutional Review Board (IRB) approvals.

Budget:

If data management activities require additional funding, ensure that you include a well-justified budget for these expenses.

The DMP should ultimately be a comprehensive plan along with a timeline that identifies the data types and resources that will be generated, where they will be stored, and who will have access to them. Given the innovative and sensitive nature of the research that agencies such as the NIH and the NSF fund, this is a closely scrutinized part of the proposal.

The post What You Need to Know About the NIH Data Management Plan appeared first on Grant Training Center Blog.

Advantages

The advantages and opportunities of collaboration across disciplines are numerous; however the following are key factors:

Broader scope:

Interdisciplinary proposals can address research questions from multiple perspectives, which can lead to a more comprehensive understanding of the problem and potential solutions. For example, a team of researchers might include experts in biology, engineering, and social sciences to study the impacts of climate change on a particular ecosystem. Each researcher brings their own knowledge and expertise to the project, allowing the team to explore the problem from multiple angles.

Cross-pollination of ideas and techniques:

When researchers from different fields come together, they can learn from each other and apply techniques from one field to another. This can lead to new ways of approaching problems and new discoveries that might not have been possible otherwise. For example, a team of computer scientists and psychologists might collaborate on a project to develop new methods for analyzing large datasets of social media interactions. By combining their expertise, they might be able to develop new insights into human behavior and social networks.

Innovation:

Interdisciplinary grant research can also lead to the development of new technologies and innovations. By bringing together experts from multiple fields, researchers can leverage their collective knowledge to develop new tools and technologies that can benefit society. For example, a team of researchers from biology, engineering, and materials science might collaborate on the development of new materials for use in medical implants. By combining their expertise, they might be able to develop materials that are biocompatible, durable, and able to stimulate tissue regeneration.

Bridging the gap between academia and business:

Interdisciplinary grant research can help to bridge the gap between academia and industry. By working together on research projects, academic researchers and industry professionals can share knowledge and expertise, and develop new technologies that can be commercialized. This can lead to the development of new products and services that can benefit society and the economy. This is one of the major reasons that eleven of the federal funding agencies include and fund the Small Business Innovation Research (SBIR) and the Small Business Technology Transfer (STTR) grant competitions.

Challenges

Interdisciplinary proposals also have challenges that can make them more difficult to write and evaluate. For example, coordinating the research and collaboration among multiple disciplines can be complex and require careful planning and communication. Also, Integrating different methodologies and approaches from multiple disciplines can be challenging and require careful consideration, preparation, and coordination. In addition, when it comes to the review of these proposals, reviewers with expertise in a single discipline may find it difficult to evaluate the interdisciplinary nature of the proposal, which can lead to bias or misunderstandings.

In conclusion, interdisciplinary grant research is an important tool for addressing complex problems and developing innovative solutions. By bringing together experts from multiple fields, researchers can draw on a diverse range of perspectives and expertise, develop new technologies and innovations, and bridge the gap between academia and industry. Overall, while interdisciplinary proposals can be more competitive due to their potential for innovation and impact, they also require careful planning and coordination to be successful.

The post Donors Want to Fund Interdisciplinary Research appeared first on Grant Training Center Blog.

The LOI should be written to communicate at least three things:

• That you have researched the donor and know the project fits their guidelines as well as their culture and language.
• That this is a substantial and needed project with real outcomes that serve the constituents.
• That you, your team, and institution are capable of succeeding if funded.

A Letter of Intent should be composed as follows:

• The opening paragraph should include the summary statement, which will be the roadmap of your proposal. This first section should stand alone and address: what, who, how much, and over what period.
• The Statement of Need (1-2 paragraphs) will include the problem, the science/field as it currently stands, what is unknown, what is proposed, and who will benefit by the intervention.
• The Project Activity or approach will address: what and how, innovation, partnerships, and all activities to be undertaken. This will be the bulk of your letter.
• Outcomes (1-2 paragraphs) will relate directly to your measurable objectives, will contain the specific deliverables/outcomes, and will show how you propose to achieve them.
• Credibility/credentials will address the project director’s and team’s credibility and why they are best equipped to carry out the project. Indicate awards, rankings, and tangible measures that set you apart from your peers. Also, describe what each team member will contribute to the project and how they will work together.
• The Budget (1-2 paragraphs) should be abbreviated; save the detail for the complete proposal. Instead, write a few sentences addressing other funding you have received or plans to raise the rest, and how the program will be sustained after the project is complete. Try to imagine the questions the reviewer will ask.
• The Closing Paragraph should refer to the solicitation instructions and the contribution that the intervention will make to the field/constituents. If it is a scientific research, reference should be made to the contribution you will make to your science and science in general.

Additional tips:

• Visualize your proposal and how it will unfold.
• Address the match between the donor’s mission and yours.
• Ensure that you avoid jargon, unnecessarily flowery language, superfluous adjectives and adverbs, and remove indefinite terms such as “might” “possibly” and “hope.”
• Get feedback from your colleagues.
• Review, if possible, other LOIs written to your donor.

The post The Letter That Will Get You Funded appeared first on Grant Training Center Blog.

When the faculty were asked to identify the causes of their dissatisfaction and what would improve their satisfaction, 53% percent of the sample said increased compensation, 46% said modifications to teaching schedules or loads, and 34% cited new technology or better access to technology support.

At the same time, the research efforts and consequent funding levels of faculty have been drastically reduced. Many faculty were unable to go to their labs, schedule meetings with colleagues and connect with donor agencies, which has resulted in difficulties which may have long term effects. More than almost two years after the onset of the COVID-19 pandemic, the scientific community is still feeling the effects of the vastly disruptive event — and may for many years to come.

Northwestern University led study found that although researchers’ productivity levels have mostly returned to pre-pandemic highs, scientists who did not pursue COVID-19 related research initiated 36% fewer new projects in 2021 compared to 2019. This dramatic decline in new projects suggests the pandemic’s impact on science may be longer lasting than commonly imagined (Dashung Wang – Nature Communications).

What Can Be Done?

Administrative support of faculty:

Although it is also true that the university administrators have been and continue to be at a loss of what to do, ongoing communication with faculty could begin to alleviate some of the problems. Faculty feedback that is taken seriously and implemented can greatly increase faculty confidence and reduce stress.

Rewarding faculty efforts in research:

Institutions throughout the US wish to stand-out as research institutions with high productivity on the part of their faculty; however, it is not unusual to want faculty to “produce” without a reward system in place. This is especially the case with teaching institutions where the teaching load is such that it does not allow time for productive research and for seeking funding.

Modifications of teaching schedules and loads:

Hybrid teaching approaches, now becoming more and more common, may increase faculty loads for some. While some faculty can easily adapt to these new approaches, others cannot, and as a consequence may lose the quality time they need to pursue research and grant funding.

Increasing support infrastructures for grant writing:

In the wake of COVID-19 many sponsored research offices have reduced staff and administrative support services previously given to faculty. Fortifying such services as team building, rewards for interdisciplinary research, training of faculty, and content reviews and editing of proposals can go a long-way toward alleviating the effects of COVID-19.

This is only the beginning of the introspection and creativity needed to address the post COVID-19 world for colleges and universities. Not only do institutions need to tackle the immediate concerns of faculty members, but broader issues such as tenure, promotion, and economic and philosophical support for faculty research need to be addressed.  At the end of the day, how institutions deal with the fallout of COVID-19 in the short and long term will define the recovery of the academic community.

The post How Can the Academic Community Recover from the Impact of COVID-19 appeared first on Grant Training Center Blog.

Ultimately, manuscript writing is primarily individualistic, whereas grant writing is a team effort that can include colleagues across disciplines. The transition from one set of skills to the other is not an easy one, since most academics have not been trained in the art of selling a product. This certainly does not mean that learning grant writing skills is an insurmountable task. It simply implies that a transition needs to be made in the presentation and description of ideas.

The post A Fatal Error: Confusing Manuscript Writing with Grant Writing appeared first on Grant Training Center Blog.

Globalizing Accessibility: According to Susan Guthrie from RAND Europe, online platforms can help boost the diversity of review panels and widen participation. Now that the financial burden of travel is no longer a constraint, researchers from many countries are invited to participate in review panels. Meeting through video conferencing has prompted other positive changes such as globalizing our research agendas and expanding cultural diversity. It would be wrong to assume that the world of funding and grants will simply return to business as usual, for what we have seen to date is that virtual meetings have proved to be highly effective.

Panel Reviewers: The NIH polled panel reviewers about their Zoom experiences. The replies varied as to their preference of meeting face to face or reviewing grants virtually. Many voiced their discontent with video conferencing. However, it was noted that as far as scoring, there was little difference in the process. Even though this may not have been the best platform for grant reviewers, they did agree that it was cost effective and more convenient in terms of their time commitments.

Partnerships: Partnerships, innovation, inclusion and interdisciplinary may all be important outcomes of video conferencing. Although this is not a new phenomenon, Covid-19 and video meetings have demonstrated new and ongoing approaches to working outside of our own space and creating interdisciplinary spaces. The instantaneous communication of scholars in the US and abroad allows us to increasingly speak to one another globally.

Mentors and Tutors: Certain donors require that young investigators be trained via mentorship and tutoring. Prior to the accessibility of video conferencing, these researchers would not always have access to the best mentors for their needs. According to the NIH, “Finding the right research mentor is critical to a successful and enjoyable research experience.” Researchers and young investigators now have a large and even global platform through which they can select the most appropriate mentors for their needs and easily arrange meetings with all involved.

Training: Virtual training during Covid-19 has increased the participation of international attendees, who due to fiscal constraints, could not previously travel to the training sites. We at the Grant Training Center have seen a much higher percentage of international organizations and individuals enrolling in our sessions, many from developing countries. This, in turn, has shifted in our training toward emphasizing global opportunities for funding.

Donors: Feedback that emerged during the unique circumstances of Covid-19 gave foundations time to consider emphasizing diversity, equity and inclusion throughout all aspects of their organizations. For example, the Clubhouse Foundation and others are now bringing new perspectives and demographic information on diversity to their board of directors, propelling racial justice initiatives.

The pandemic has increased our reliance on video conferencing. This has altered our approach to travel, meetings, communication and decision-making. Even though we are now more physically distant from one another, it has also brought us closer together. It has allowed us to give consideration to the issues of access, partnerships, diversity, inclusion and equity. Whether this will become the most common way of communication, or whether we will return to the “way it was” is no longer a question. As a recent article in The Economist states: “In the 19th century the telegraph shrank the time needed to contact envoys. In the 20^th century the jet plane shrank distance. Now digital platforms are supplanting physical presence.” Used wisely, the world of funding and grants will be all the better for it.

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