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.

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• 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.

• Strong Research Skills:

Can identify relevant funding opportunities, understand the funding organization’s priorities and requirements, and gather supporting data and evidence for their proposals.

• Clear and Concise Communication:

Are able to communicate their ideas and proposals clearly and concisely. The best writers effectively convey complex concepts in a straightforward manner, making the proposal easy to understand for both technical and non-technical readers.

• Attention to Detail:

Pay close attention to guidelines, formatting requirements, and deadlines. They meticulously review their proposals for errors, inconsistencies, and clarity before submission. The end result is a well developed and polished proposal.

• Grant Writing Expertise:

Possess a strong understanding of the grant writing process. They are familiar with best practices, strategies, and common pitfalls in grant writing. They know how to structure a proposal, tell a good story, use persuasive language, and address evaluation criteria effectively.

• Strategic Thinking:

Align their proposals with the funding organization’s priorities; thus creating an effective match and partnership. In addition, they emphasize the project’s significance and impact, address potential challenges and risks, and consider long-term sustainability and potential collaborations.

• Collaboration and Networking:

Are skilled at building relationships, seeking input and expertise from others, and incorporating diverse perspectives into their proposals. They understand the value of partnerships and collaborations in strengthening grant applications.

• Time and Project Management:

Are adept at managing their time and resources efficiently. They can prioritize tasks, meet deadlines, and handle multiple projects simultaneously. They have strong organizational skills and can effectively coordinate with team members and stakeholders.

• Continuous Learning:

Understand the importance of continuous learning and improvement. They stay updated on funding trends, policy changes, and best practices in grant writing. They actively seek feedback on their proposals and incorporate lessons learned from previous applications.

• Persistence and Resilience:

Understand that grant writing can be a competitive and challenging process. Successful grant writers exhibit persistence, resilience, and a positive mindset. They do not get discouraged by rejections or setbacks and continue to refine and improve their proposals.

These characteristics are extremely valuable, and it’s important to note that grant writing is a skill that can be developed and refined over time. When combined with the universal ingredient of enthusiasm for their project and it’s positive outcomes, a grant writer becomes truly successful.

The post What Makes a Successful Grant Writer? appeared first on Grant Training Center Blog.

1. Emotional Intelligence

Emotional intelligence training focuses on developing self-awareness, empathy, and effective communication skills. Emotional intelligence is the ability to understand and manage your own emotions and the emotions of others. Leaders who possess high emotional intelligence are better equipped to lead teams and create positive work environments.

2. Coaching and Mentoring

Coaching and mentoring are valuable tools for developing leadership skills. Coaching is a collaborative process where a coach helps a leader identify strengths and weaknesses and develop strategies to improve performance. Mentoring, on the other hand, is a relationship between a more experienced leader and a less experienced one. The mentor provides guidance and support to the mentee to help them develop their skills and reach their potential.

3. Team Building

Effective leadership requires strong teamwork. Team building activities help leaders build relationships with their team members, improve communication, and foster a positive work environment. These activities can be as simple as regular team meetings or as complex as offsite team-building retreats.

4. Diversity and Inclusion

Diversity and inclusion training is becoming increasingly important as institutions strive to create more diverse and inclusive work environments. Leaders who are knowledgeable about diversity and inclusion are better equipped to lead diverse teams and create a culture of inclusivity. This training focuses on developing skills like empathy, active listening, and cultural competency.

5. Resilience

Leadership can be a stressful and demanding role, and resilience training is becoming more important for leaders to develop. Resilience training helps leaders develop the ability to bounce back from setbacks and maintain their focus and productivity in challenging situations. This training typically includes techniques like mindfulness, positive thinking, and stress management.

6. Strategic Thinking

Leadership requires strategic thinking and planning. Strategic thinking training helps leaders develop the ability to think critically and strategically about their organization’s goals and objectives. This training includes skills like problem-solving, decision-making, and innovation.

7. Technology and Data Analysis

Leadership is becoming increasingly reliant on technology and data analysis. Leaders who are proficient in these areas are better equipped to make data-driven decisions and leverage technology to improve their organizations. Technology and data analysis training typically includes skills like data visualization, analytics, and project management tools.

8. Ethical Leadership

Leadership also requires ethical decision-making. Ethical leadership training fosters skills like integrity, honesty, and accountability. This helps leaders develop the ability to make decisions that are ethical and align with their organization’s values.

In conclusion, the state of the art training on leadership is constantly evolving, and institutions need to keep up with the latest trends and best practices to develop effective leaders. Emotional intelligence, coaching and mentoring, team building, diversity and inclusion, resilience, strategic thinking, technology and data analysis, and ethical leadership are some of the key areas of focus for leadership training. By investing in their leaders’ development, institutions can create a more productive and positive work environment and achieve their organizational goals.

Find out more about our upcoming Executive Leadership Workshop

The post Boost Your External Funding via Effective Leadership appeared first on Grant Training Center Blog.

Specifically:

• National Institutes of Health – 20% increase to spur innovation across the economy, renew America’s global leadership, build on efforts to combat the COVID-19 pandemic and improve the public health infrastructure. Two-thirds of the $9 billion increase for NIH is to establish the Advanced Research Projects Agency for Health (ARPA-H) in order to drive transformational innovation in health research.

• National Science Foundation – $1.7 billion increase is intended to fund research across NSF’s portfolio and improve equity in science and engineering, advance climate science and sustainability research, and augment research infrastructure.

• Minority Serving Institutions (MSIs) – $3.45 billion increase, including Historically Black Colleges and Universities (HBCUs) and tribal colleges and universities to improve research and development infrastructure and the creation of a tuition assistance grant program, which would reduce tuition and fees for low-income students attending HBCU and MSI institutions during their first two years of college.

• Agency for Healthcare Research and Quality (AHRQ) – $15 million increase is to be allocated equally for research on integrated treatment for opioid and multiple substance abuse disorders in ambulatory care settings and for its initiative to improve maternal health.

• National Agricultural Statistics Service (NASS) – $10 million increase for climate change research through the expansion of its existing geospatial program, informing the impact of extreme weather events and establishing baseline data for climate change tracking.

• Bureau of Economic Analysis (BEA) – $9 million increase to ensure the US Department of Commerce remains a leader across government in data innovation and implementation. The majority of the funds, $7 million, is to develop a federal data service.

• National Center for Science and Engineering Statistics (NCSES) – $6 million increase supports the creation of America’s DataHub, a research center to share and link existing data to solve complex problems and improve the informational infrastructure around understanding racial equity.

• Economic Research Service (ERS) – $5 million increase to expand the modeling, data, and analysis between climate change and the agriculture sector.

The FY 2022 Biden Administration Budget support for education is robust and has been applauded by educational institutions at all levels. For higher education, research and development in the sciences as well as equity takes a leading role. Minority Serving Institutions and Historically Black Colleges and Universities will see benefits for their organizations and students. Equally important is the reinstated increase of funds for climate change research and agricultural innovations.

Ultimately, these budget increases will benefit researchers and those in higher education at various levels through the grants, cooperative agreements and contracts for which they can apply.

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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.

The post Going Virtual: A Paradigm Shift for Grants appeared first on Grant Training Center Blog.

Most US institutions of higher education encourage faculty to apply for external funding, but the assistance they provide varies extensively. Teaching institutions, now more than ever, stress the importance of research. Unfortunately, due to the heavy teaching loads, many provide little if any assistance to faculty, while at the same time expecting them to submit successful grant requests. Among the most well-funded institutions, including R1 Doctoral Universities (very high research activity) and R2 Doctoral Universities (high research activity), assistance given to faculty varies, but all financially support projects that lead to faculty success in procuring external funding.

The following, although not inclusive, are some of the necessary infrastructure support steps an institution needs to take to assure increased funding and faculty support:

• Institutional level: This includes development of an administrative unit, such as a Sponsored Research Office, which will support many grant-related activities such as grant searches, grant compliance with the Requests for Proposals (RFPs), budget development and grant submissions. The university should recruit and pay graduate research assistants and financially and philosophically support departments that encourage and assist faculty in their funding pursuits. Some of these areas might be content reviews, editing, evaluation and statistical services.
• Departmental level: On the departmental level, the key faculty incentives are salary increases and reduced teaching loads. Also, the departmental goals should include funding success in the tenure and promotion criteria. In addition, many departments hire support staff to assist faculty in grant seeking and writing.
• Individual level: Faculty should be encouraged to augment their grant writing skills by attending ongoing extensive workshops sponsored by their department or conducted by external contractors. Another essential activity is creating partnerships and mentorships between the established senior and junior faculty in order for the former to review proposals and recommend changes. Ongoing mock grant review panels, whereby senior faculty review and score junior faculty proposals, are extremely helpful in order for faculty to see how their proposals will be critiqued and scored by the donor agency panels.

Other key aspects are visits by grant program officers, sharing and dissecting of successful proposals, online tutorials, departmental writing retreats, centers of research excellence, and standing committees that can work with faculty on a continuous basis. All of these must be institutionalized and conducted throughout the year. Faculty need to be incentivized and encouraged to attend the training, mentoring and other related activities. Coordination between all areas of the institution is essential. In addition, the orientation for all newly entering faculty should stress the importance of research, grant procurement and the assistance that the university provides in those respects.

From my extensive experience in working with universities throughout the nation, those that implement a culture of grant procurement including as many as possible of the above activities are the institutions with the highest funding success rate.

The post University Support for Faculty Funding Success appeared first on Grant Training Center Blog.

Once, when I worked for a small, under-resourced organization, we created a project that perfectly fit a community need, was structured for efficiency, and had a large return on investment from donors. I approached an eager donor who was familiar with our efforts, our successes, and our available resources. I asked him for $1.3M. He told me he loved the project, was thrilled with our design, and really wanted to give us the gift. Then, he said, “unfortunately, your organization doesn’t have the ability to receive a gift as large as $1.3M.” I was dumbfounded. We had done everything right in evaluating, justifying, and planning a strategy to meet an essential need in our community. Yet, as an organization, we didn’t have the operational structure to receive a large donation. In that instant of excitement and disappointment, I realized that all fundraising efforts should only start after a close examination of an organization’s situation, their board, their staff, their infrastructure and their standing in the community. Each of these will influence an organization’s potential for raising funds.

The key steps in the process of assessing your fundraising capacity are: understanding how your organization is perceived internally and externally, knowing your strengths and weaknesses, and prioritizing your efforts and resources. Likewise, a solid market analysis is essential in developing a diversified and successful fundraising strategy.

After these initial strategic considerations, the next level of capacity building is to determine the size of your potential donor database. Once you identify these donors, begin making the match between you and them and solicit funds to develop projects of mutual interest.

Specifically, the steps to build your organization into a financial success are:

1. Know your organization by creating:
   1. Strategic plan
   2. Market analysis
   3. Needs assessment
   4. Current assessment of potential donors
2. Build a successful board consisting of:
   1. Community leaders
   2. Business leaders
   3. Political leaders
   4. Philanthropic leaders
3. First level fundraising strategies consist of:
   1. Classic and contemporary media presence, from local news to social media
   2. Regularly scheduled newsletters and updates
   3. Direct solicitations to the donors you already know
   4. Building member databases
      1. Collect emails at public events
      2. Provide free membership while sharing emails
      3. Use current members to introduce new members
   5. Annual appeal letters to donors
      1. Tell a story
      2. Explain how the potential donor can help
      3. Ask for the money
   6. Exploring area philanthropies & corporate donors from
      1. Community foundations
      2. Local businesses
4. Second level fundraising strategies consist of:
   1. Grants
   2. Small to medium-sized special events
   3. Planned giving programs
5. Top level fundraising strategies consist of:
   1. Capital campaigns
   2. Large scale events

Fundraising strategies vary from one type of organization to another. If the organization is small, it is best to employ a strategy that builds your supporter database and directly solicits them for cash donations. In contrast, a large, established organization may be in the perfect position to host a sizable gala.

When your organization has a track record of successes, strategic efforts should be made to attract the most powerful and influential board members. These board members will bring credibility to your organization as you begin to seek larger donations. As your board stature grows, so will your options in fundraising.

An honest assessment of your organization and your place in the community will help you understand the best approach to take to effectively secure funds. Thus, with broad community recognition, a strong track record of success, financial efficiency, and influential board members, you’ll be able to employ a large diversity of effective fundraising strategies.

The post How to Build a Successful Nonprofit appeared first on Grant Training Center Blog.

According to The State of Global Giving by U.S. Foundations, during a five-year study from 2011-2015, grant-making by American foundations to charitable organizations outside the United States reached an all-time high. In 2018, international funding topped $10.3 billion, compared to $2.1 billion sixteen years before (an increase of almost 500 percent).

International donorship represented over 27 percent of all grants made by American foundations, while the average grant amount tripled from just over $200,000 to more than $604,000.

The major funding categories are as follows: health (52 percent); economic development (12.5 percent); environment (11 percent); agriculture and food security (8.3 percent); education (7 percent); and natural disaster funding, though on the rise, currently amounts to only a single percentage point.

The top three categories for these grants – amounting to more than 100 percent (due to some overlap) were as follows: project-related (65.2 percent), research & evaluation (39 percent), and capacity building (10 percent).

It is notable that the majority of these grants were channeled through intermediaries, which then parceled the money to other organizations.

Also significant is the fact that over half of all international giving by private foundations came from the Bill & Melinda Gates Foundation.

Sub-Saharan Africa benefited from the largest share of global grant-making by United States foundations and accounted for a full quarter of total grant dollars provided in the five years between 2011-2015.

Besides the Bill & Melinda Gates Foundation, examples of other major U.S. foundations that make international grants are:

• The Ford Foundation in addition to other programs, funds rural communities to gain more secure rights over land and forests, focused especially on indigenous peoples, racial and ethnic minorities and women.
• The Open Society Foundations funds programs to build vibrant and inclusive societies, grounded in respect for human rights and the rule of law.
• The William and Flora Hewlett Foundation provides funds for family planning and reproductive health, with a decided focus on East and West Africa.
• The Walton Family Foundation seeks grantees who can expand access to high-quality education and also address global environmental issues.
• The Rockefeller Foundation primarily funds public health, eradicating disease (by seeding the development of vaccines for yellow fever and malaria), as well as visionary approaches to rural development in Asia and Africa.
• The Jane Jacobs – The Center for the Living City funds opportunities for community engagement through the lens of the ecology of cities in order to advance understanding of the interconnected human and ecological systems.
• The David and Lucile Packard Foundation supports rural communities, developing future leaders, restoring ecosystems and protecting the oceans.
• The Bloomberg Philanthropies funds economic development for emerging economies, public health, as well as education.
• The Gordon and Betty Moore Foundation provides money for wildlife conservation, environmental protection and science education.

The top ten corporate foundations making international gifts are the: Coca-Cola Foundation, Citi Foundation, JP Morgan Chase Foundation, Caterpillar Foundation, GE Foundation,  ExxonMobil Foundation, UPS Foundation, Walmart Foundation, Johnson & Johnson Family of Companies Contribution Fund and Goldman Sachs Foundation.

Every one of these donors has its own application criteria, but for the majority the following primary considerations are paramount and include:

• Alignment with the foundation’s funding priorities
• Organization’s capacity to carry out the expected activities
• Effectiveness of the proposed activities to address global urgent needs
• Ability to achieve measurable and positive impact

It is axiomatic that by its very nature, international funding is an extremely complex business. Clearly, it is also enormously competitive and more often than not there are several layers of different approaches as well as challenges that need to be addressed. These include governmental protocols, currency fluctuations, and partnership issues as well as fiscal controls and responsibilities.

Successful proposals to these funding agencies start by understanding their culture, “language”, interests, criteria, and previous funding history as well as partnership engagements. Other key areas that govern funding for these donors are credibility, a solid and perspicacious insight into the specific international arena that is in need of funding, as well as a proven record of success.

The post Foundations & Corporations: The Art of Procuring International Funding appeared first on Grant Training Center Blog.