Increased competition, lower success rates

Across major federal agencies, proposal success rates are tightening. In the U.S., agencies such as the NIH and NSF are receiving record numbers of submissions. In Canada, the Tri-Council agencies (CIHR, NSERC, and SSHRC) face similar pressures. Even technically strong proposals are being declined more frequently. Reviewers are placing greater weight on clarity, alignment, and feasibility, not just on the novelty of an idea.

The shift toward impact and implementation

Funders are prioritizing projects that demonstrate real-world results. It is no longer sufficient to present a compelling idea for now applicants must show how outcomes will be implemented, measured, and sustained over time. In both countries, proposals that clearly connect research or programs to community benefit, policy relevance, or scalable outcomes are gaining a distinct competitive advantage.

Growth of non-federal funding sources

As federal funding grows more competitive, foundations, corporate giving programs, and regional funders are playing a larger role. In Canada, provincial funding and foundation support are becoming increasingly important complements to federal grants. In the U.S., private foundations are expanding initiatives across education, health, and community development. Organizations that diversify their funding portfolios, rather than relying on a single source, are better positioned to weather tightening cycles.

Responsible use of AI in proposal development

Artificial intelligence is rapidly entering the grant development process, but funders are watching carefully. Many agencies now explicitly discourage or outright reject proposals that appear AI-generated. The expectation is that applicants use AI responsibly: for research, planning, and refinement, while preserving authentic, human-driven narratives. This approach is consistent across both U.S. and Canadian funders.

Looking ahead

Success in grant seeking will depend less on volume and more on strategy. Organizations that strengthen proposal clarity, diversify their funding sources, and align closely with funder priorities will be best positioned to compete and win in this evolving environment.

The post How Funding Is Changing & What Grant Seekers in the U.S. & Canada Need to Know 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.

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Ingredients    

1. Excellent match between the grant proposal and the donor’s priorities
2. Answering the “so what” question of your research
3. Simple prose and white space on the paper
4. Examples of the approach
5. A clearly written proposal
6. The grand finale: the significance of the results

Preparation

Read the entire RFP, from top to bottom. Once you clearly understand the directions that the donor provided, you can begin to put the pieces of the proposal together. Double check that you and your organization are eligible for the grant you are seeking, and that your project or research aligns with the donor’s mission. This makes certain that the match is made between yourself and the donor, and preparation of the pieces of the proposal can begin. These segments will be the product of extensive research on your part to move in the right direction. The pieces are:

1. Abstract – This will take careful preparation since it is the most important part of the application. It is the first impression, the precise summary of the entire proposal, and the evidence that success is possible.
2. Introduction – This is where you will present the problem or question to be addressed. The “so what” question for your project or research must be apparent, and should begin or lead into the narrative.
3. Need Statement/Statement of Significance – This is where the convincing argument for the project takes place. You will tell your impressive story, citing research and examples with enthusiasm and clarity.
4. Plan of Operation/Methodology – This is the heart of the proposal. Your plan should be tightly structured and consist of the goal (or hypothesis), objectives (or Specific Aims), and activities. Each segment will clearly illustrate the way your proposal will unfold in a logical manner. The evaluation follows, which should be clearly outlined in the incremental measurements of each activity – and these will be used to ensure your success in meeting your goal.
5. Outcomes and deliverables– This will be the section that demonstrates how the outcomes have unfolded, and what you are delivering to your constituents and the donor. In short, this is the resulting product of your proposal.

Presentation

Your presentation should be memorable. Don’t assume that reviewers will overlook sloppiness because your idea is phenomenal. You can achieve a superior presentation with images, graphs, and Gantt charts, which are easy to understand and memorable. Most importantly, if your proposal will make a significant impact, it should be stated as such. For instance, provide examples of how your work will make a difference, change the field, save lives, or set the stage for future change. Whether the presentation necessitates the elegance of a fine dining restaurant or the simplicity of a well-prepared meal at home, the true mark of success lies in what was expected and what has been delivered in an impressive manner.

The post Three Essentials for Grant Success: Ingredients, Preparation, and Presentation 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.

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.

The development of a competitive and winning bid takes time, proper planning, the identification of the right resources at the right time and place, and implementation of both art and science practices. Win strategies are devised, value propositions are offered, the science case is conceptualized, solutions are engineered, graphical depictions of funder visions are created, and win themes and discriminators are sprinkled throughout the proposal – all carefully developed from the issues surrounding the procurement. This is how the proposal becomes funder-focused, not just where the program office is now, but where they are going in the future.

Ultimately, a winning bid tells a story: “Michelangelo said that he did not sculpt marble; he discovered it in the sculpture that was already hidden in the stone that released it. In winning proposals, we discover the solution already hidden in the Request for Proposal (RFP) that released it, and finding a cost-effective way to create a larger market that may have discovered us, as we look to our projects to signal us of events to come. To win, we must invite the audience to reflect on what the future might look like in their eyes. There will be those who are persuaded by art, and those who are moved by pure science. The challenge is to offer both, affordably, and then to let those who released the RFP think they discovered it…”

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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.

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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.

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