Use this template as a starting point for your grant letter of intent. Customize it based on the specific funder’s guidelines and your project’s unique characteristics. The bracketed text indicates information you should replace with your own content.
[Your Organization’s Name]
[Street Address]
[City, State ZIP Code]
[Phone Number]
[Website]
[Date]
[Funder Contact Name]
[Funder Title]
[Foundation/Agency Name]
[Street Address]
[City, State ZIP Code]
RE: Letter of Intent for [Grant Program Name]
Dear [Funder Contact Name or “Grant Review Committee”],
[Your Organization Name] respectfully submits this letter of intent to request [$X amount] from [Funder Name] to [brief description of project and primary goal]. This [project length] project will [key outcome], directly advancing [Funder Name]’s mission to [reference their mission or priorities].
Organization Background
[Your Organization Name] is a [organizational type—nonprofit, community-based organization, etc.] founded in [year] to [mission statement]. Over the past [number] years, we have [key achievements relevant to the proposed project]. We serve [geographic area] and have established strong relationships with [key partners or stakeholders]. Our annual operating budget is [$X], and our staff of [number] includes experts in [relevant fields or credentials].
[Optional sentence about organizational credibility, such as: We have successfully managed [number] grants totaling [$X amount] from funders including [name 2-3 prominent funders], demonstrating our capacity for fiscal management and program implementation.]
Problem Statement
[Geographic area or population] faces a critical challenge: [clear, concise statement of the problem]. [2-3 sentences with specific data demonstrating the scope and urgency of the problem. Include statistics, trends, and evidence. Cite sources if using data not widely known.]
This problem particularly affects [specific population you’ll serve] because [explain why this population is vulnerable or disproportionately impacted]. Current services are insufficient to meet this need because [explain the gap your project will fill—lack of capacity, services not culturally appropriate, services geographically inaccessible, etc.].
[Optional: Include one sentence about root causes if relevant to your approach: The underlying causes of this problem include [factor 1], [factor 2], and [factor 3].]
Proposed Solution
We propose to address this challenge by [clear description of your project]. Our project will [describe key activities] to achieve [primary goal]. Specifically, we will:
[Activity 1—be specific about what you’ll do, for whom, and how often]
[Activity 2—be specific about what you’ll do, for whom, and how often]
[Activity 3—be specific about what you’ll do, for whom, and how often]
This approach is based on [evidence base—research, proven model, best practices, etc.]. [Optional: One sentence explaining what makes your approach innovative or uniquely effective.]
We will serve [specific number] [description of target population and how they’ll be identified/recruited] over [time period]. Participants will receive [describe the support, services, or intervention they’ll receive and its intensity/duration].
Project Partners
We will implement this project in partnership with [Partner 1 name and brief description of their role] and [Partner 2 name and brief description of their role]. [Optional: These partnerships strengthen our project by providing [explain specific value partners bring—access to population, specialized expertise, facilities, etc.].]
Project Timeline
We plan to launch this project in [month/year], contingent on securing funding. [Month/year] through [month/year] will focus on [implementation phase 1]. [Month/year] through [month/year] will focus on [implementation phase 2]. [If applicable: This project is designed as a [length] pilot that, if successful, we will sustain through [sustainability strategy].]
Expected Outcomes and Impact
By the end of this project, we expect to achieve the following outcomes:
[Outcome 1 with specific, measurable target—e.g., “At least 80% of participants will complete the program”]
[Outcome 2 with specific, measurable target—e.g., “Participants will show an average 30% increase in employment readiness scores”]
[Outcome 3 with specific, measurable target—e.g., “60% of participants will secure employment within three months of program completion”]
We will measure progress toward these outcomes through [brief description of evaluation approach]. [Optional: Our evaluation partner, [organization name], will conduct [specific assessment or analysis].]
The long-term impact of this project will be [describe broader community change or system-level impact beyond individual participants]. [Optional: If successful, we envision [expansion plans or sustainability strategy].]
Budget and Funding Request
The total project budget is [Xamount].Werespectfullyrequest[X amount]. We respectfully request [ Xamount].Werespectfullyrequest[X amount] from [Funder Name], which represents [X%] of the total project cost. Grant funds will support [high-level budget categories with percentages—e.g., “program staffing (60%), participant materials and supplies (25%), evaluation (10%), and administration (5%)”].
[If requesting partial funding: The remaining [Xamount]iscommittedorbeingsoughtfrom[otherfunders/sources].Wehavesecured[X amount] is committed or being sought from [other funders/sources]. We have secured [ Xamount]iscommittedorbeingsoughtfrom[otherfunders/sources].Wehavesecured[X amount] from [confirmed funder] and have submitted proposals to [other prospects]. / We will fund the remaining [$X amount] through [earned income, individual donations, other specified sources].]
[If applicable: This grant would allow us to leverage additional resources, as [explain matching funds, in-kind contributions, volunteer hours, or other resources that multiply the impact of grant dollars].]
Organizational Capacity
[Your Organization Name] has the expertise and infrastructure to successfully implement this project. [Project Director/Manager name and title] will oversee implementation. [He/She/They] brings [number] years of experience in [relevant field] and [key credentials or achievements].
[Optional 1-2 sentences about other key staff, significant partnerships, relevant organizational systems, or past success with similar projects: We have successfully implemented similar programs, including [example project] which served [number] participants and achieved [key outcome].]
Conclusion
[Your Organization Name] is committed to [restate the change you’re working toward]. We believe that [Funder Name]’s investment in this project will [specific impact], directly supporting your goal of [reference their priorities]. We would be honored to partner with [Funder Name] to make this vision a reality.
We respectfully request the opportunity to submit a full proposal for [$X amount] to support this project. Please do not hesitate to contact me at [phone] or [email] if you have any questions or need additional information.
Thank you for considering this request.
Sincerely,
[Signature]
[Your Name]
[Your Title]
[Email]
[Phone]
Customizing the Template for Different Funders
While the template above provides a solid foundation, adapt it for each funder’s specific requirements and preferences. Here’s how to customize your grant letter of intent for different funding sources:
For Private Foundations
Private foundations often have specific program areas and well-defined priorities. Study their website, annual reports, and recent grant announcements to identify keywords and themes. Incorporate this language into your letter of intent to demonstrate alignment.
Many private foundations value innovation and capacity building. If your project includes either element, emphasize it. Foundations may also appreciate letters of intent that acknowledge their previous grantmaking and show how your project complements or builds on their past investments.
Keep your tone professional but slightly warmer than you would for a government funder. Foundation program officers often see themselves as partners in creating change, not just check-writers. Express genuine enthusiasm about the potential partnership.
For Corporate Foundations
Corporate foundations often link their grantmaking to business priorities, employee engagement, or geographic areas where they operate. Research the company’s corporate social responsibility priorities and connect your project to their business interests when appropriate.
Many corporate foundations prefer projects with clear, measurable outcomes and time-limited commitments. Emphasize your evaluation plan and demonstrate that you can deliver results efficiently. They may also value projects that offer employee volunteering opportunities or visibility for the corporation.
Your letter of intent to a corporate foundation might be slightly shorter and more results-focused than one to a family foundation. Corporate funders appreciate business-like efficiency and concrete deliverables.
For Government Grants
Government grant applications typically have highly structured formats and may require you to respond to specific questions rather than submitting a narrative letter of intent. Follow the instructions exactly and respond to every required element.
Government funders place heavy emphasis on evidence-based practices, measurable outcomes, and evaluation. Cite research supporting your approach and describe your evaluation methodology in detail. They want to see that taxpayer dollars will be spent effectively and that you can document results.
Government applications may require extensive detail even at the letter of intent stage. Be prepared to provide information about your organization’s capacity, partnerships, and implementation plan that would be unnecessary for a foundation letter of intent.
For Community Foundations
Community foundations focus intensely on local impact and often know the nonprofit landscape in their geographic area well. Emphasize your organization’s connection to the community, local partnerships, and community-specific data.
Community foundations may prioritize collaborative approaches and want to see that you’re coordinating with other organizations rather than duplicating services. Highlight your partnerships and explain how your project fits into the broader ecosystem of services in your community.
These funders may also value leadership from community members most affected by the issue you’re addressing. If your board, staff, or program participants include people with lived experience related to your project focus, mention this.
What Is a Grant Letter of Intent?
A grant letter of intent (LOI) is a brief document you submit to a potential funder to express your organization’s interest in applying for a specific grant opportunity. Think of it as an introduction that gives funders a preview of your proposed project before you invest time in a full grant proposal.
Grant letters of intent typically range from one to three pages and summarize your organization, the problem you’re addressing, your proposed solution, and the funding amount you’re seeking. Funders use these letters to screen potential applicants and determine which organizations they want to invite to submit full proposals.
Don’t confuse a letter of intent with a letter of inquiry (LOI) or concept paper, though the terms are sometimes used interchangeably. While all three documents serve as preliminary submissions, a letter of intent specifically indicates your intention to apply and requests permission to submit a full proposal. A letter of inquiry may be more exploratory, asking whether your project aligns with the funder’s interests before you formally commit to applying.
Why Funders Require Letters of Intent
Understanding why funders request grant letters of intent will help you craft a more strategic document. Funders have several practical reasons for this preliminary step:
They need to manage their review workload. Major foundations and government agencies receive hundreds or thousands of grant applications each year. Reading full proposals for every applicant would overwhelm their staff. Letters of intent allow them to quickly identify the most promising projects and invite only those applicants to submit full proposals. This saves time for both the funder and applicants who aren’t a good fit.
They want to provide early feedback. By reviewing your letter of intent, funders can tell you upfront if your project doesn’t align with their priorities, if you’re requesting an inappropriate funding amount, or if your timeline doesn’t work with their grantmaking calendar. This feedback prevents you from wasting weeks developing a full proposal that would ultimately be declined.
They’re testing your ability to communicate concisely. If you can’t clearly explain your project in two pages, funders may doubt your ability to manage a complex grant-funded program. Your letter of intent demonstrates your organizational capacity and communication skills.
They need to avoid conflicts of interest. Some funders review letters of intent to identify potential conflicts before investing review time in full proposals. For example, if they’ve already funded a similar project in your geographic area, they can notify you early rather than after you’ve submitted a complete application.
Respect the letter of intent process. Some fundraisers view it as an annoying extra step, but it actually benefits you by preventing wasted effort on unsuitable funding opportunities.
Key Components of a Grant Letter of Intent
Before you look at the template, understand what elements every strong grant letter of intent must include. While specific funders may have unique requirements, most letters of intent contain these core components:
Organization Introduction
Start with a brief paragraph that establishes your credibility. Include your organization’s name, mission, location, and a snapshot of your track record. Funders need to quickly understand who you are and whether you have the capacity to execute the proposed project.
Keep this section concise—three to four sentences maximum. Focus on achievements and credentials relevant to the proposed project. If you’re applying for an education grant, mention your years of experience running youth programs and the number of students you’ve served. Save your complete organizational history for the full proposal.
Problem Statement
Clearly articulate the problem or need your project will address. Use specific data and statistics to demonstrate the urgency and scope of the issue. Funders want to see that you’ve thoroughly researched the problem and understand its root causes.
Make the problem relevant to the funder’s geographic focus and priority areas. If you’re applying to a foundation that focuses on your city, use local data rather than national statistics. If the funder prioritizes health equity, frame the problem through that lens.
Avoid vague statements like “many people struggle with homelessness.” Instead, write: “Our county has seen a 34% increase in family homelessness over the past three years, with 450 children currently living in temporary shelters or transitional housing.”
Proposed Solution
Describe your project and how it will address the problem you’ve identified. Explain your approach, key activities, and expected outcomes. Be specific enough that funders understand what you’re proposing, but don’t get lost in implementation details—save those for your full proposal.
Connect your solution directly to the problem. If you’ve identified a gap in mental health services for refugee youth, explain how your culturally responsive counseling program will fill that specific gap. Make the logical connection clear and compelling.
Include information about your project’s innovation or what makes your approach unique. Funders receive many applications addressing similar problems, so you need to differentiate your solution. Perhaps you’re using a proven model from another community, partnering with organizations that have complementary expertise, or applying new research findings to an old problem.
Project Timeline
Provide a brief overview of when you plan to implement the project. You don’t need a detailed timeline in your letter of intent, but funders need to know whether you’re proposing a six-month pilot program or a three-year initiative.
Be realistic about your timeline. If you’re proposing to launch a new program, build in adequate time for staff hiring, partnership development, and participant recruitment. Funders recognize rushed timelines as a red flag indicating poor planning.
Funding Request
State the specific amount you’re requesting and how the funds will be used. If you’re requesting ,000, specify whether that covers one year of a multi-year project or the entire project budget. Give funders a high-level sense of how you’ll allocate the funds—for example, “The requested $75,000 will support program staffing (60%), participant supplies (25%), and evaluation (15%).”
If you’re seeking partial funding for a larger project, clearly state your total project budget and explain how you’re funding the remainder. Funders want to see that your project is financially viable and that you’re not dependent on their grant alone.
Outcomes and Impact
Describe the specific, measurable outcomes you expect to achieve with grant funding. Avoid vague aspirations like “improve community health.” Instead, commit to concrete targets: “provide mental health counseling to 100 refugee youth, with 80% showing decreased anxiety symptoms as measured by pre- and post-program assessments.”
Connect your outcomes to the funder’s goals. If they prioritize reducing recidivism, emphasize how your program will help formerly incarcerated individuals secure employment and avoid returning to the criminal justice system. Show funders that investing in your project advances their mission.
Organizational Capacity
Briefly demonstrate that your organization has the expertise, experience, and infrastructure to successfully implement the proposed project. Mention key staff qualifications, relevant partnerships, or previous projects that prepared you for this work.
You might write: “Our executive director holds a master’s degree in public health and has 15 years of experience managing community health programs. We’ve successfully administered five federal grants totaling $2.3 million over the past decade, and we maintain strong partnerships with the county health department and three major hospital systems.”
How to Write a Compelling Grant Letter of Intent
Now that you understand the components, follow these steps to write a letter of intent that positions your organization as a strong candidate for grant funding.
Research the Funder Thoroughly
Before you write a single word, invest time understanding the funder’s priorities, previous grants, and application guidelines. Visit their website, read their annual reports, and review their list of recent grantees. Look for clues about what types of projects they fund, what outcomes they value, and what language they use to describe their work.
Pay special attention to the funder’s strategic plan or current funding priorities. If a foundation has announced a new focus on climate resilience, frame your environmental project through that lens. If a government agency emphasizes evidence-based practices, highlight the research supporting your approach.
Check whether the funder provides a letter of intent template or specific guidelines. Some funders want you to answer specific questions or use a particular format. Always follow their instructions exactly—failure to do so suggests you can’t follow directions and may result in immediate disqualification.
Follow the Funder’s Guidelines Precisely
This point deserves its own section because it’s critically important. If the funder’s instructions say to submit a two-page letter of intent, don’t send three pages. If they request 12-point Times New Roman font, don’t use 11-point Arial. If they want you to submit via their online portal by 5:00 PM on April 15, don’t email your letter at 5:15 PM.
Funders create guidelines for a reason, and many use compliance with instructions as an initial screening mechanism. Program officers have told me they reject letters of intent without reading them if applicants can’t follow basic formatting requirements. Don’t let technicalities eliminate your organization from consideration.
If the guidelines are unclear or contradictory, contact the funder before the deadline to ask for clarification. This demonstrates diligence and professionalism.
Write a Strong Opening Paragraph
Your first paragraph needs to immediately capture the reader’s attention and convey essential information. Start with a compelling statement about the problem, then introduce your organization and your proposed solution.
Here’s an effective opening: “In our rural county, nearly 30% of residents live more than 30 miles from the nearest mental health provider, and suicide rates are 45% higher than the state average. Community Wellness Center, a nonprofit with 20 years of experience providing integrated health services, seeks $150,000 from the Smith Foundation to launch a telehealth mental health program that will connect 500 rural residents with licensed counselors over the next two years.”
This opening works because it immediately establishes the problem’s urgency, introduces the organization, states the funding request, and describes the proposed solution—all in two sentences.
Avoid weak openings that waste the reader’s time with generic statements about your organization’s commitment to your mission. Get to the point quickly and make every sentence count.
Use Data Strategically
Data strengthens your letter of intent by demonstrating need, establishing credibility, and showing expected impact. However, too many numbers can overwhelm readers and obscure your narrative. Choose your data points carefully.
Use data to quantify the problem: “The number of homeless families in our city increased 28% between 2022 and 2024, from 350 to 448 families.” Use data to demonstrate your track record: “Over the past five years, we’ve provided job training to 1,250 unemployed adults, with 78% securing employment within six months of program completion.” Use data to specify expected outcomes: “We will serve 150 middle school students, helping 90% improve their math scores by at least one grade level.”
Cite your sources for any data that isn’t common knowledge or generated by your organization. This builds credibility and shows you’ve done your homework.
Emphasize Alignment
Throughout your letter of intent, explicitly connect your project to the funder’s priorities. Don’t assume funders will make these connections themselves—spell them out clearly.
If the funder’s mission is “promoting economic mobility for low-income families,” use that exact language in your letter of intent. You might write: “Our financial coaching program directly promotes economic mobility for low-income families by helping participants increase savings, reduce debt, and build credit scores.”
Study the funder’s previous grants and reference them when appropriate. “Like your recent grant to the Housing Coalition for their resident services program, our project recognizes that stable housing alone is insufficient—families also need financial education and employment support to achieve long-term stability.”
This demonstrates that you’ve done your research and aren’t sending a generic letter to every funder. It also makes the program officer’s job easier by clearly showing how your project advances their grantmaking goals.
Be Specific and Concrete
Vague language weakens your letter of intent. Specificity builds confidence and helps funders visualize your project. Compare these examples:
Vague: “We will provide services to help at-risk youth succeed in school.”
Specific: “We will provide one-on-one tutoring in math and reading, twice weekly mentoring sessions, and college preparation workshops to 60 high school students who have failed at least two classes or have attendance below 80%.”
The specific version tells funders exactly what you’ll do, whom you’ll serve, and how you’ll identify participants. It requires no interpretation or assumptions.
Apply this principle of specificity throughout your letter. Don’t say you’ll “collaborate with partners”—name the partners. Don’t claim your program is “evidence-based”—cite the specific research supporting your approach. Don’t promise “positive outcomes”—quantify exactly what you expect to achieve.
Address Potential Concerns Proactively
Anticipate questions or concerns funders might have and address them directly in your letter of intent. If your organization is relatively new, acknowledge this but emphasize your founding team’s relevant experience. If you’re proposing to serve a challenging population, explain your culturally appropriate outreach strategies. If your project has ambitious goals, describe your implementation experience with similar programs.
By addressing potential weaknesses head-on, you demonstrate self-awareness and strategic thinking. You also prevent funders from making incorrect assumptions or discounting your application for concerns you could easily resolve.
End with a Strong Call to Action
Conclude your letter of intent by restating your funding request and expressing enthusiasm about the opportunity to partner with the funder. Make it easy for the program officer to take the next step by clearly stating what you’re asking for—typically, an invitation to submit a full proposal.
You might conclude: “We respectfully request $200,000 from the Johnson Foundation to implement this innovative job training program. We would welcome the opportunity to discuss this proposal further and to submit a full application. Please contact me at [email protected] or 555-123-4567 with any questions.”
Keep your closing professional but warm. Thank the funder for considering your request, but don’t be obsequious or overly deferential.
Edit Ruthlessly
After drafting your letter of intent, set it aside for at least 24 hours, then edit with fresh eyes. Cut any sentence that doesn’t directly support your case. Eliminate jargon and acronyms that funders outside your field might not understand. Replace passive voice with active voice. Strengthen weak verbs.
Read your letter aloud to catch awkward phrasing and run-on sentences. Better yet, ask a colleague who isn’t familiar with your project to read it and explain back to you what you’re proposing. If they can’t clearly articulate your project after reading your letter, you need to revise.
Check for common weaknesses: Have you started too many sentences with “Our organization”? Have you used “we believe” or “we hope” instead of making definitive statements? Have you buried your main points in the middle of paragraphs instead of leading with them?
Proofread meticulously. Typos and grammatical errors undermine your credibility and suggest carelessness. If writing isn’t your strength, hire a grant writer or editor to review your letter before submission.
Common Mistakes to Avoid
Even experienced fundraisers make mistakes that undermine their grant letters of intent. Avoid these common pitfalls:
Exceeding the Page Limit
If the funder asks for a two-page letter of intent, they mean two pages, not 2.5 pages in tiny font with narrow margins. Program officers notice when applicants try to game the system, and it reflects poorly on your organization. If you can’t convey your project concisely within the specified parameters, funders may question your ability to manage complex programs efficiently.
Edit ruthlessly to stay within the page limit. Every sentence should earn its place in your letter. If you’re struggling to fit everything, you’re probably including unnecessary detail better suited for a full proposal.
Using Jargon and Acronyms
You work in your field every day, so specialized terminology feels natural to you. But funders may review grant letters of intent across multiple issue areas, and they won’t necessarily know what “CBPR,” “SDOH,” or “EBP” means. Even if they do know these acronyms, using too many creates a dense, inaccessible document.
Write in clear, plain language that an intelligent reader outside your field could understand. Spell out acronyms the first time you use them. Replace jargon with straightforward descriptions. Instead of “evidence-based psychosocial interventions,” write “counseling approaches proven effective through research.”
Focusing on Your Organization Instead of the Problem
Some letters of intent spend half their space describing the organization’s history and programs. While organizational credibility matters, funders care more about the problem you’re addressing and your proposed solution.
Dedicate the majority of your letter of intent to the problem statement, proposed project, and expected outcomes. Cover your organizational capacity more briefly, focusing on credentials and experience directly relevant to the proposed work.
Making Unsupported Claims
Avoid statements like “our program is the only one of its kind in the region” or “our innovative approach will transform the community” unless you can back them up. Funders have heard these claims many times, and unsupported assertions damage your credibility.
If your program truly is unique, explain specifically what distinguishes it from other approaches. If you expect transformative impact, cite evidence about why similar programs have achieved such results elsewhere.
Being Vague About Outcomes
“Help families achieve stability” and “empower youth to reach their potential” aren’t outcomes—they’re vague aspirations. Funders need to know specifically what will change for whom as a result of your project.
Commit to concrete, measurable outcomes with numerical targets. “80% of participating families will increase their savings to at least $500 within six months” is an outcome. So is “60 youth will complete our leadership program, and 90% will report increased confidence in public speaking.”
Make your outcomes realistic and achievable. Overpromising to seem impressive backfires when funders doubt your judgment.
Ignoring Sustainability
Funders worry about supporting programs that will disappear the moment grant funding ends. Even if the funder hasn’t asked about sustainability, briefly address how you’ll continue the project beyond the grant period or what will happen when funding ends.
You might plan to seek additional grants, integrate the program into your operating budget, generate earned income, or achieve outcomes that are durable even if the program ends. Whatever your approach, show funders you’ve thought beyond the immediate grant cycle.
Submitting a Generic Letter
Sending the same letter of intent to multiple funders with only the funder name changed is a recipe for rejection. Generic letters fail to demonstrate alignment with specific funders’ priorities and miss opportunities to make relevant connections.
Customize each letter of intent to the specific funder. Reference their priorities, mention their past grants if relevant, and use language from their strategic plan or website. This extra effort significantly improves your chances of being invited to submit a full proposal.
Neglecting to Proofread
Typos, grammatical errors, and formatting inconsistencies suggest carelessness and undermine your credibility. If you can’t proofread a two-page letter carefully, funders may doubt your attention to detail in program implementation.
Always have at least one other person review your letter of intent before submission. Fresh eyes catch errors you’ve missed and identify confusing passages. Don’t rely solely on spell-check—it won’t catch correctly spelled wrong words like “pubic” instead of “public.”
What Happens After You Submit Your Letter of Intent
Understanding the timeline and process after submission helps you manage expectations and take appropriate follow-up actions.
The Waiting Period
Most funders will specify how long you should wait to hear back about your letter of intent. This typically ranges from two weeks to two months. During this time, the funder’s staff reads all submitted letters, discusses them with colleagues, and decides which organizations to invite for full proposals.
Resist the urge to contact the funder immediately asking for updates. Trust the process and wait for their specified decision timeline. However, if that deadline passes with no communication, a polite inquiry is appropriate: “I wanted to follow up on the letter of intent we submitted on [date] for [grant program]. We understand you’re reviewing many applications and wanted to confirm you received our materials. Please let us know if you need any additional information.”
Possible Outcomes
You’ll receive one of several responses after submitting your letter of intent:
Invitation to submit a full proposal: This is the outcome you’re hoping for. The funder has determined that your project aligns with their priorities and wants to learn more. Carefully note the deadline for the full proposal and any specific instructions or questions you need to address.
Declination with feedback: The funder has decided not to invite you to submit a full proposal but provides explanation. They might say your project doesn’t align with current priorities, they’ve already committed funding in your issue area, or your requested amount exceeds what they typically grant. This feedback is valuable for refining your approach to future funders.
Declination without feedback: You receive a brief notice that your letter of intent wasn’t selected for advancement, with no explanation. This is frustrating but common, especially with funders who receive many applications. Don’t take it personally—it often reflects factors beyond your control, like limited funding or many strong applications.
Request for clarification or additional information: Occasionally, funders want more details before deciding whether to invite a full proposal. Respond promptly and thoroughly to these requests. This indicates genuine interest and gives you another chance to make your case.
If You’re Invited to Submit a Full Proposal
Congratulations! You’ve cleared the first hurdle. Now use your letter of intent as the foundation for your full proposal. Expand on the elements you outlined, adding detail and supporting documentation.
Review the full proposal guidelines carefully. The funder may ask you to address topics you didn’t cover in your letter of intent or provide additional information about specific aspects of your project. Make sure your full proposal is consistent with your letter of intent—don’t change key details about your target population, project activities, or expected outcomes.
Maintain communication with the program officer if they invited it. Some funders encourage applicants to contact them with questions or to discuss the proposal before submission. Take advantage of this opportunity to clarify expectations and refine your approach.
If Your Letter of Intent Is Declined
Rejection is disappointing, but it’s a normal part of fundraising. Most organizations receive many more declinations than awards. Use the experience to improve your next submission.
If the funder provided feedback, take it seriously. If they said your project doesn’t align with their priorities, research more carefully before approaching them again. If they suggested your budget was too large, consider whether you can scope down your project or approach a different program within the foundation.
If you received a generic declination with no feedback, you might politely request more information: “Thank you for considering our letter of intent. We appreciate that [Foundation] receives many strong applications. If you have a moment, any feedback about our proposal would help us strengthen future applications.” Some funders will provide constructive feedback; others won’t have the capacity.
Don’t argue with the funder’s decision or try to convince them to reconsider. Accept the outcome gracefully and focus your energy on other prospects. The fundraising world is surprisingly small, and maintaining positive relationships matters even when you don’t receive funding.
Most importantly, don’t let one rejection derail your project. Successful fundraising requires persistence and multiple applications. Use your letter of intent as the basis for applications to other funders, customizing it for each new opportunity.
Advanced Strategies for Stronger Letters of Intent
Once you’ve mastered the basics, these advanced strategies will make your grant letters of intent even more competitive:
Lead with Impact
Instead of starting with your organization’s background, consider opening with the change you’re working to create. This approach immediately engages readers by focusing on outcomes rather than inputs.
Compare these openings:
Traditional: “Founded in 1995, Community Action Network is a nonprofit organization dedicated to serving low-income families in Metro City.”
Impact-focused: “What if every low-income family in Metro City had the financial tools and coaching to build $1,000 in emergency savings within one year? Community Action Network’s proven Financial Empowerment Program will make this vision a reality for 300 families.”
The impact-focused opening creates a compelling vision before introducing the organization, immediately showing funders why they should care about your work.
Quantify Everything Possible
Numbers make your letter of intent more concrete and credible. Beyond the obvious places to use numbers (problem data, people served, funding request), look for additional opportunities to quantify:
- Years of experience: “Our staff brings 47 combined years of experience in youth development”
- Organizational credentials: “We’ve received the Gold Seal of Transparency from GuideStar for five consecutive years”
- Partnerships: “We collaborate with 12 schools serving 8,500 students across the district”
- Past success: “Alumni of our program have started 23 businesses generating $1.2 million in revenue”
Numbers help your organization and project feel more substantial and real.
Address the “Why Now” Question
Timing matters in fundraising. Funders want to understand why they should invest in your project now rather than waiting a year or supporting a different priority. Incorporate urgency into your letter of intent.
The urgency might come from the problem (a recent increase in need, a critical deadline, a limited window of opportunity), from your organization’s readiness (you’ve completed planning, secured matching funds, assembled a strong team), or from the funding environment (new research supports your approach, policy changes create opportunities, the funder has announced relevant priorities).
Make urgency authentic, not manufactured. Funders can tell when you’re artificially inflating urgency to pressure them into funding.
Use Storytelling Strategically
While letters of intent should be concise and data-driven, a brief story can humanize the issue and create emotional resonance. Use stories sparingly—typically one powerful anecdote that illustrates the problem or demonstrates your organization’s impact.
Keep stories very brief (2-3 sentences maximum) and anonymous. Use composite characters rather than real individuals to protect privacy. Make sure the story advances your argument rather than simply filling space.
Demonstrate Systems Thinking
Strong letters of intent show that you understand your project’s place in a larger ecosystem. Acknowledge related work happening in your community, explain how your project complements or builds on other efforts, and show awareness of systemic factors affecting the issue.
This demonstrates sophistication and prevents funders from worrying that you’re working in isolation or duplicating existing services. It also positions you as a collaborative partner rather than a territorial organization.
Emphasize Equity
Many funders now prioritize equity across all their grantmaking. Incorporate equity considerations throughout your letter of intent rather than treating it as an afterthought. Explain how you’ll ensure equitable access to your program, how you’re addressing root causes of inequity, and how people most affected by the issue are involved in your work.
Be specific about what equity means in your context. Don’t just say “we prioritize equity”—describe concrete practices like culturally responsive outreach, flexible participation requirements, trauma-informed approaches, or shared leadership with community members.
Moving Forward with Your Grant Letter of Intent
You now have the knowledge, template, and strategies to write a compelling grant letter of intent. Remember that fundraising is fundamentally about building relationships and demonstrating shared values. Your letter of intent is your first conversation with a potential funder—make it count.
Start by identifying funders whose priorities genuinely align with your work. Don’t waste time on applications where alignment is weak, regardless of the funding amount. Focus your energy on opportunities where your mission and theirs truly intersect.
Invest time in research before you write. The strongest grant letters of intent reflect deep understanding of both the problem and the funder. This research pays dividends by helping you craft targeted, compelling arguments.
Write clearly and concisely. Every sentence should advance your case. Funders are busy people who appreciate applicants who respect their time by communicating efficiently.
Follow instructions precisely. This demonstrates organizational capacity and attention to detail. It also shows respect for the funder’s process.
Most importantly, remember that rejection is part of fundraising. Even the best-written letter of intent won’t result in funding if the timing isn’t right, if the funder has different priorities this year, or if they receive applications from organizations with stronger alignment. Don’t let rejection discourage you from pursuing other opportunities.
Use this guide and template as your starting point, but customize them for your organization’s unique voice and each funder’s specific requirements. With practice, writing grant letters of intent will become faster and more natural. Soon you’ll develop an intuition for what funders want to hear and how to position your projects most effectively.
Your next step is clear: identify a grant opportunity with a letter of intent requirement, research the funder thoroughly, and adapt this template to your situation. Set aside focused time to draft your letter of intent, then edit ruthlessly before submission. You have the tools you need—now put them into practice and start securing the funding your programs deserve.
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