How to write a good proposal for funding?

Writing a funding proposal can feel overwhelming, especially when you’re staring at a blank page and thinking about the programs depending on your success. I understand that pressure. You’re not just writing a document—you’re making a case for your organization’s mission, your community’s needs, and the people you serve. The good news is that writing a compelling funding proposal is a skill you can learn and refine with practice.

Let me walk you through everything you need to know about crafting proposals that capture funders’ attention, demonstrate your nonprofit’s capacity, and ultimately secure the resources you need to make an impact.

Understand What Funders Really Want

Before you write a single word, you need to understand what’s happening on the other side of the table. Program officers and foundation trustees review dozens, sometimes hundreds, of proposals. They’re looking for specific elements that signal a proposal is worth funding.

Funders want to see that you understand the problem you’re addressing at a deep level. They want evidence that your solution is thoughtful, feasible, and likely to work. They need confidence that your organization has the capacity to deliver on your promises. And they want to know how their specific investment will create measurable change.

Think about it from their perspective. They have limited resources and unlimited needs competing for attention. Your job is to make it easy for them to say yes by answering their questions before they ask them and demonstrating that their investment in your organization is both strategic and likely to succeed.

Stop thinking of your proposal as a request for money. Start thinking of it as an invitation to partnership. You’re offering funders an opportunity to be part of meaningful change. Frame your proposal with this mindset, and your writing will naturally become more compelling.

Research and Select the Right Funders

Writing a good proposal starts long before you begin writing. It starts with identifying funders whose priorities align authentically with your work. Too many nonprofits waste time crafting proposals for foundations that will never fund them because there’s no strategic fit.

Begin by creating a prospect list. Use foundation directories, research databases, and your network to identify potential funders. Look at what they’ve funded in the past—not just what they say they fund, but where their money actually goes. Read their annual reports and 990 forms. Pay attention to grant size ranges, geographic focus areas, and the types of organizations they support.

Once you’ve identified promising prospects, dig deeper. Visit their websites and read every page. Look for language that resonates with your mission. Note any specific priorities or initiatives they’ve highlighted. If they’ve published a strategic plan or theory of change, study it carefully. These documents reveal what matters most to decision-makers.

Reach out before you submit a full proposal whenever possible. Many foundations welcome initial inquiries or letters of intent. Use these opportunities to test whether there’s genuine interest in your work. A brief conversation with a program officer can save you weeks of work on a proposal that isn’t a good fit—or it can give you invaluable insights that strengthen your eventual submission.

Pay close attention to guidelines and follow them exactly. If a funder asks for five pages, don’t submit six. If they want a specific format or particular attachments, provide exactly what they request. Failure to follow directions signals that you either can’t read carefully or don’t respect their process. Neither message will help you secure funding.

Craft a Compelling Executive Summary

Your executive summary might be the most important section of your entire proposal. Many reviewers read only this section initially, using it to decide whether to continue with the full proposal. You need to make every sentence count.

Write your executive summary last, even though it appears first. You can’t effectively summarize something you haven’t written yet. Once you’ve completed your full proposal, distill the essential elements into a powerful, concise overview.

Start with a hook that immediately conveys the urgency and importance of your work. This might be a compelling statistic, a brief story, or a clear statement of the problem you’re addressing. Get to the point quickly—you’re writing for busy people who need to grasp your proposal’s essence in minutes.

Clearly identify your organization and establish your credibility early. Include your mission and a brief phrase about your track record. Then state explicitly what you’re requesting. Don’t bury this information—funders need to know immediately how much you’re asking for and what it will support.

Outline your approach and the outcomes you expect to achieve. Be specific about what will change as a result of this funding. Use concrete numbers and timeframes. Instead of saying “we will help homeless youth,” say “we will provide transitional housing and case management services to 75 homeless youth ages 16-24, with 80% achieving stable housing within six months.”

Close your executive summary with a compelling vision of success. Help readers see what their investment will make possible. Paint a picture of the future you’re working to create, and invite them to be part of making it real.

Keep your executive summary to one page or less. Every word must earn its place. Edit ruthlessly. Remove jargon, eliminate redundancy, and replace passive constructions with active verbs. Read it aloud to catch awkward phrasing or unclear sentences.

Define the Problem with Clarity and Evidence

The problem statement is where you build the case for why funding is needed. This section must be compelling without being manipulative, urgent without being desperate, and thoroughly grounded in evidence.

Start by clearly defining the specific problem or need your project will address. Be precise. Instead of discussing poverty in general terms, focus on the particular dimension of poverty your program tackles—food insecurity among seniors, lack of affordable childcare for working parents, or inadequate access to mental health services for veterans, for example.

Use data to establish the scope and scale of the problem. Include relevant statistics from credible sources. Show how many people are affected, describe the intensity of the need, and explain how the problem has evolved over time. If the situation is worsening or if new factors have emerged, say so clearly.

Connect the problem to your specific community or service area. National statistics matter, but funders want to know about local impact. Include data specific to the geographic area you serve. If you’ve conducted community needs assessments, focus groups, or surveys, incorporate those findings. First-hand testimony from community members can powerfully illustrate what statistics alone cannot convey.

Explain root causes rather than just symptoms. Funders increasingly want to support work that addresses underlying issues, not just ameliorates effects. Show that you understand the systemic factors contributing to the problem. Discuss barriers that prevent people from accessing existing resources or services.

Avoid several common pitfalls in problem statements. Don’t assume that the absence of your program is itself the problem—that’s circular reasoning. Don’t overwhelm readers with too much data or too many different issues. Stay focused on the specific problem this particular proposal will address. Don’t use emotionally manipulative language or exploit the people you serve by portraying them only as victims. Respect their dignity while honestly acknowledging their challenges.

Make the problem urgent and compelling, but don’t exaggerate. Funders can spot hyperbole, and it undermines your credibility. Stick to verified facts and ethical storytelling. Your goal is to create genuine understanding and motivation to act.

Present Your Solution and Approach

Once you’ve established the problem, transition smoothly into your solution. This is where you explain your program, project, or initiative in detail. You need to demonstrate that your approach is well-designed, evidence-informed, and likely to succeed.

Begin by clearly describing what you will do. Outline your program’s key components, activities, and services. Walk readers through how the program will unfold, using language that someone unfamiliar with your work can easily understand. Avoid internal jargon or acronyms.

Explain your methodology and why you’ve chosen this particular approach. What evidence supports your strategy? Reference research, best practices, or proven models when applicable. If you’re adapting an evidence-based program to your local context, explain how and why. If you’re piloting something innovative, acknowledge that while making the case for why innovation is warranted.

Describe who you will serve and how you will reach them. Be specific about your target population, including demographic details, eligibility criteria, and estimated numbers served. Explain your recruitment and outreach strategies. Address any potential barriers to participation and how you’ll overcome them.

Detail your program timeline. Break down implementation into phases or stages. Include key milestones and decision points. Funders need to see that you’ve thought through logistics and have a realistic plan for execution.

Discuss staffing and program delivery. Identify key personnel and their roles. Highlight relevant qualifications and experience. If you’ll be hiring new staff, explain your recruitment plan. If you’re partnering with other organizations, describe those partnerships and each party’s responsibilities.

Address potential challenges and your mitigation strategies. No program is without risks or obstacles. Acknowledging them proactively demonstrates maturity and increases funder confidence. Show that you’ve anticipated difficulties and have plans to address them.

Explain how your program fits within your organization’s broader work. Funders want to see strategic coherence. Help them understand how this initiative connects to your mission, builds on your existing programs, or moves you toward your long-term goals.

Throughout this section, maintain a balance between sufficient detail and readability. You need to be thorough without becoming tedious. Use subheadings to organize complex information. Consider including a logic model or program diagram if it helps clarify your approach.

Set Goals and Define Measurable Outcomes

Strong proposals clearly articulate what success looks like and how you’ll measure it. Your goals and objectives section demonstrates that you’re serious about accountability and committed to achieving real results.

Understand the difference between goals, objectives, outputs, and outcomes. Goals are broad, long-term changes you’re working toward. Objectives are specific, measurable steps toward those goals. Outputs are the direct products of your activities—the number of workshops delivered or clients served. Outcomes are the changes that result from your work—the skills people gain, the behaviors they change, the conditions that improve.

Funders increasingly focus on outcomes rather than outputs. Don’t just tell them you’ll serve 100 families—tell them how those families’ lives will change. Will children’s reading levels improve? Will parents gain employment? Will food insecurity decrease? Be specific about the changes you expect to create.

Write SMART objectives: Specific, Measurable, Achievable, Relevant, and Time-bound. Each objective should clearly state what will change, for whom, by how much, and by when. For example: “By the end of year one, 75% of program participants will demonstrate increased financial literacy as measured by pre- and post-test scores, showing an average improvement of at least 30%.”

Develop a realistic evaluation plan that matches your program’s scale and complexity. Explain what data you’ll collect, how you’ll collect it, and how often. Describe your analysis methods. Identify who will conduct the evaluation—internal staff, external evaluators, or a combination.

Choose indicators that genuinely measure what matters. Don’t select metrics simply because they’re easy to collect. At the same time, be realistic about your evaluation capacity. Sophisticated research designs may not be feasible for smaller projects, and that’s acceptable. What matters is that your evaluation approach is appropriate for your context and will yield meaningful information.

Discuss how you’ll use evaluation results. Funders want to know that you’ll learn from data and adjust your approach based on what you discover. Explain your process for reviewing findings, making programmatic decisions, and sharing lessons learned.

If you have baseline data, include it. If you don’t, explain how you’ll establish baselines early in the project. Show trends over time if you’re continuing or expanding an existing program. Demonstrating past success builds confidence in future achievement.

Be honest about what you can and cannot measure. Some of the most important outcomes—like increased hope, restored dignity, or strengthened community bonds—are inherently difficult to quantify. Acknowledge this while still committing to capturing evidence of change through qualitative methods like interviews, case studies, or participant narratives.

Demonstrate Organizational Capacity and Credibility

Funders invest in organizations as much as they invest in programs. You must convince them that your nonprofit has the capacity, expertise, and stability to deliver on your promises.

Begin by providing essential background about your organization. Include your founding story, mission, and a brief history of your evolution. Highlight significant achievements and milestones. Establish your credibility by mentioning relevant credentials, accreditations, awards, or recognition your organization has received.

Showcase your expertise in addressing the issue at hand. Describe previous programs or initiatives related to the proposed work. Include concrete results you’ve achieved. Use data to demonstrate your track record. If you’ve successfully completed similar projects, say so explicitly and provide evidence of success.

Introduce key staff members who will be involved in the proposed project. Include brief biographical information highlighting relevant education, training, and experience. If you’re recruiting someone new for a key position, describe the qualifications you’re seeking and your hiring timeline.

Describe your organizational infrastructure and systems. Discuss your financial management practices, including auditing procedures and internal controls. Mention your technology capacity, facilities, and other resources that support program delivery. Address quality assurance processes and how you ensure program fidelity.

If you’re collaborating with other organizations, thoroughly explain these partnerships. Describe each partner’s role, what they bring to the table, and how you’ll coordinate efforts. Include letters of commitment from partners as attachments. Make clear that these are genuine working partnerships, not just letters of support.

Discuss your board of directors and their engagement. Mention board composition, expertise represented, and the board’s role in governance and fundraising. Active, diverse, engaged boards signal organizational health.

Address sustainability and your long-term vision. Funders want to know that their investment is part of a larger strategy, not a one-off project. Explain how this program fits into your strategic plan. Discuss your diversified funding strategy. If applicable, describe your plans for sustaining the program after the grant period ends.

Be prepared to address any concerns a funder might have about your organization. If you’re relatively young, emphasize your entrepreneurial energy and fresh perspective. If you’re experiencing growth, show that you’re managing it thoughtfully. If you’ve had challenges, be honest about lessons learned and improvements made.

Include relevant attachments that support your capacity claims: your IRS determination letter, recent financial statements or audit, board list, organizational chart, and other documents requested by the funder. Make sure these materials are current, professionally presented, and clearly labeled.

Build a Realistic and Justified Budget

Your budget is more than a financial document—it’s a narrative that explains how you’ll deploy resources to achieve your objectives. A well-constructed budget demonstrates financial competence and strategic thinking.

Start by carefully reviewing the funder’s budget requirements and guidelines. Some foundations provide budget templates; use them exactly as specified. Others give you flexibility in format; choose one that clearly presents your financial plan.

Organize your budget logically, typically separating expenses into categories like personnel, operations, and program costs. Within each category, itemize individual line items. Be specific rather than vague. Instead of a single line for “supplies,” break it down: “office supplies,” “educational materials,” “client incentives,” and so forth.

Include both the costs directly associated with the proposed project and, where appropriate, indirect costs or overhead. Don’t hide overhead or try to make it disappear. Organizations need infrastructure to function effectively. Most funders understand this and allow reasonable indirect cost rates. Check guidelines for what’s permitted.

For each significant budget line, provide clear justification in a budget narrative. Explain your calculations. For staff positions, include the percentage of time devoted to the project, annual salary, and the calculation showing how you arrived at the requested amount. For major purchases or contracts, justify why they’re necessary and how you determined the cost.

If you’re requesting partial funding—meaning the total project budget exceeds what you’re asking from this particular funder—include a complete project budget showing all anticipated revenue and expenses. Then clearly indicate which portion you’re requesting from this funder and where you’re securing or have secured other funding. Use a multi-column budget format showing total project costs, requested funding, confirmed funding, and pending requests.

Be realistic. Don’t inflate costs, but don’t artificially deflate them either. Base your figures on actual prices, current salary scales, and realistic estimates. Funders can spot budgets that don’t add up, whether they’re too high or suspiciously low.

Ensure your budget aligns perfectly with your narrative. Every activity described in your project description should have corresponding budget support. Conversely, every budgeted item should connect to described activities. Reviewers will check for consistency.

Include in-kind contributions if they’re substantial and if the funder’s guidelines allow it. These demonstrate community support and increase the total investment in your project. Value in-kind contributions realistically using fair market rates.

Round numbers appropriately to avoid false precision. For example, budgeting $847.32 for supplies looks oddly specific. Round to $850. However, for salary calculations and other items where exact figures are standard, provide precise amounts.

Create a simple, scannable format. Use clear labels, adequate spacing, and a logical flow. Make it easy for reviewers to understand your financial plan at a glance. Include subtotals and a clear grand total.

If your project is multi-year, provide year-by-year budgets showing how costs might change over time. Include any anticipated increases (like annual salary raises or inflation) and explain them in your narrative.

Write with Clarity, Precision and Persuasion

How you write matters as much as what you write. Even the strongest program idea can fail to secure funding if the proposal is poorly written, difficult to understand, or tedious to read.

Use clear, direct language throughout your proposal. Write as if you’re explaining your project to an intelligent friend who knows nothing about your field. Avoid jargon, acronyms, and technical terminology unless absolutely necessary. When you must use specialized terms, define them on first use.

Choose active voice over passive voice whenever possible. Active voice is more engaging and direct. Write “We will train 50 teachers” rather than “50 teachers will be trained.” Active constructions make your organization the subject—the actor—which reinforces your agency and capacity.

Vary your sentence structure to maintain reader interest. Mix shorter, punchy sentences with longer, more complex ones. Avoid long paragraphs that intimidate readers. Break up dense text with subheadings, white space, and thoughtful formatting.

Be specific rather than general. Don’t say “many children” when you can say “approximately 200 children ages 5-12.” Don’t write “we will provide comprehensive services” when you can list exactly what those services include. Specificity builds credibility and helps readers visualize your work.

Tell stories strategically. While your proposal must be evidence-based and data-driven, brief illustrative examples bring your work to life. A one-paragraph story about a real person you’ve helped (with identifying details changed) can powerfully demonstrate impact in a way statistics alone cannot. Use stories to illustrate points, not replace evidence.

Eliminate redundancy and wordiness. Every sentence should add new information or advance your argument. Cut filler phrases like “in order to” (just write “to”), “due to the fact that” (write “because”), and “at this point in time” (write “now”). Your proposal likely has a page limit; make every word count.

Use strong, concrete verbs. Don’t “implement programs”—instead, train, teach, counsel, connect, advocate, or whatever specific actions you actually take. Precise verbs create clearer mental images and demonstrate your understanding of your work.

Organize information logically using clear transitions between sections and ideas. Each paragraph should flow naturally to the next. Use transitional phrases to guide readers: “Building on this foundation,” “In addition to direct services,” “To ensure sustainability.”

Proofread meticulously. Typos, grammatical errors, and formatting inconsistencies undermine your credibility. They suggest carelessness—and if you’re careless with your proposal, funders may wonder if you’ll be careless with their money. Read your proposal aloud to catch errors your eyes might skip over. Better yet, have colleagues review it with fresh eyes.

Match your tone to the funder’s culture when appropriate. Some foundations are quite formal; others have a more conversational approach. Read their communications and funded proposals if available to get a sense of what resonates. That said, always remain professional and never sacrifice clarity for style.

Use formatting strategically to enhance readability. Bold key points sparingly. Use subheadings to break up long sections. Ensure adequate margins and readable font sizes. Create visual hierarchy that helps readers navigate your proposal.

Include Powerful Supporting Materials

The attachments you include can significantly strengthen your proposal. Select supporting materials strategically to provide additional evidence, credibility, and context.

Letters of support should come from people and organizations that add meaningful weight to your proposal. A letter from a respected community leader, a partner organization, a government official, or someone who has directly benefited from your services can be powerful. However, generic form letters help little. Request specific letters that address how the writer knows your work, why they support this particular project, and what difference it will make.

Include relevant press coverage or media mentions if they highlight your credibility or demonstrate community awareness of your work. Clips from respected news sources showing positive coverage of your programs provide third-party validation.

If you have existing program evaluation reports or outcome data from similar work, include relevant excerpts as appendices. Past performance predicts future success. Demonstrating that you’ve achieved results before increases confidence that you’ll do so again.

Consider including visual elements like infographics, program diagrams, or photos that help tell your story—but only if the funder’s guidelines allow it. Images should be professional quality and relevant. Photos of people you serve require appropriate consent and should respect their dignity.

Your board list should include names, professional affiliations, and relevant expertise of each board member. This demonstrates the governance capacity and community connections supporting your organization.

Financial statements should be your most recent audited financials or, for smaller organizations, the most recent Form 990. Ensure these documents are clearly labeled and professionally presented.

Organizational chart shows your structure and where the proposed program fits within it. Keep it simple and easy to understand.

Job descriptions for key positions demonstrate that roles are well-defined and that you understand staffing needs.

Only include attachments that strengthen your case. Don’t pad your proposal with marginally relevant materials. Quality matters far more than quantity. Organize attachments logically with a table of contents if you’re submitting many documents. Label everything clearly with descriptive file names if submitting electronically.

Review, Edit and Perfect Your Proposal

Never submit a first draft. The difference between good proposals and funded proposals often lies in the revision process.

Start by setting your completed draft aside for at least a day or two if your timeline allows. Distance helps you return with fresh eyes and catch issues you missed while immersed in writing.

Review your proposal against the funder‘s guidelines point by point. Create a checklist of requirements and verify that you’ve addressed every single one. This includes page limits, formatting specifications, required sections, and requested attachments. Missing a requirement can disqualify an otherwise strong proposal.

Read your proposal from the funder‘s perspective. Ask yourself whether someone unfamiliar with your organization would understand your proposal. Have you made assumptions about what readers know? Have you adequately explained your context? Is your logic clear and compelling?

Check for internal consistency throughout the document. Do the numbers in your narrative match those in your budget? Do your evaluation metrics align with your stated objectives? Does your timeline make sense given your planned activities?

Evaluate your proposal’s overall flow and structure. Does one section lead logically to the next? Have you built a coherent argument from problem through solution to expected impact? Are there gaps in your logic or places where you’ve made unsupported leaps?

Tighten your writing. Look for opportunities to say the same thing more concisely. Cut redundant information. Replace weak verbs and vague language with specific, powerful alternatives. Eliminate passive voice wherever possible.

Verify every fact, statistic, and citation. Ensure data is current and comes from credible sources. Check that you’ve properly attributed information and included citations where appropriate.

Ask colleagues to review your proposal. Choose reviewers who understand your work but also someone less familiar with the specifics who can tell you if something is unclear. Give reviewers specific questions to address: Is the need compelling? Does the solution make sense? Is anything confusing?

Consider having someone with grants expertise provide feedback if possible. Many communities have nonprofit resource centers or consultants who offer proposal review services.

Review the budget one more time with whoever manages your organization’s finances. Catch any mathematical errors, ensure alignment with your narrative, and verify that your figures are realistic and defensible.

Read the entire proposal aloud as a final check. This helps you catch awkward phrasing, run-on sentences, and errors that your eyes might skip when reading silently.

Create a submission checklist for all required components. Double-check file formats, naming conventions, and any technical requirements for electronic submission. If submitting by mail, verify the correct address and any specific mailing instructions.

Submit before the deadline—ideally with some cushion in case you encounter technical difficulties. Many grant portals get overloaded near deadlines. Don’t risk a last-minute submission failure.

Follow Up and Build Relationships

Your work doesn’t end when you hit submit. How you conduct yourself after submission can influence this decision and certainly affects future opportunities.

If the funder allows or encourages it, send a brief confirmation that you’ve submitted your proposal. Keep this message short and professional—just acknowledging submission and thanking them for the opportunity to apply.

Be responsive to any requests for additional information or clarification. Respond quickly, thoroughly, and professionally. View these requests positively—they indicate serious consideration of your proposal.

Be patient during the review period. Funders typically specify when applicants will hear back. Trust that process and avoid pestering program officers for updates unless the specified decision date has passed.

Whether you’re successful or not, respond graciously. If you receive funding, express genuine gratitude and excitement. Confirm your understanding of any grant conditions, reporting requirements, and payment schedules. Ask any clarifying questions about funder expectations.

If you’re declined, thank the funder for considering your proposal. Express continued interest in their work and ask if they’d be willing to provide feedback about your proposal. Not all funders offer this, but many will. Take any feedback seriously—it’s invaluable intelligence for strengthening future submissions.

Don’t disappear after receiving a grant. Fulfill all reporting requirements thoroughly and on time. Reports are not bureaucratic nuisances—they’re opportunities to demonstrate impact, build relationships, and lay groundwork for future funding. Write reports with the same care you devoted to your original proposal.

Keep funders updated on significant developments, both positive and challenging. If something isn’t working as planned, communicate early rather than waiting until a report is due. Most funders appreciate transparency and will work with you to problem-solve.

Invite program officers to site visits when appropriate. Seeing your work firsthand creates powerful connections and deepens understanding of your impact.

Continue building relationships even with foundations that declined your proposal. If their priorities seem aligned with your work, consider applying again in the future with a different project or when your capacity has grown. Many successful grants are awarded to organizations that persisted through multiple submission cycles.

Stay informed about your funders’ evolving priorities and initiatives. Subscribe to their newsletters, attend their convenings if invited, and engage with their thought leadership. This helps you understand where they’re headed and position future proposals accordingly.

Continue Developing Your Skills

Grant writing is a craft that improves with practice and ongoing learning. Treat every proposal as an opportunity to strengthen your skills.

Seek feedback on your proposals whenever possible, regardless of the outcome. If a proposal was funded, try to understand what resonated. If it was declined, learn what didn’t work. Maintain a file of your proposals along with notes about what you learned from each experience.

Study successful proposals. Many foundations post examples of funded proposals on their websites. Read these carefully, analyzing their structure, language, and approach. Note what works and consider how you might adapt effective strategies to your own writing.

Attend grant writing workshops and trainings offered by nonprofit support organizations in your community. These often provide practical tips, opportunities to practice, and connections with other fundraisers.

Read widely about your issue area. The better you understand the landscape—research, best practices, policy context, emerging trends—the stronger your proposals will be. Stay current on data and evidence related to your work.

Join professional associations for fundraisers or grants professionals. Organizations like the Grant Professionals Association offer resources, certification programs, and networking opportunities that can advance your skills.

Learn from rejection. Every declined proposal contains lessons. Sometimes proposals fail because of fit, timing, or competition rather than quality—factors beyond your control. But often there are genuine opportunities for improvement. Analyze unsuccessful proposals honestly to identify weaknesses.

Keep templates and boilerplate language for common proposal sections like organizational background or evaluation methodology. This saves time and ensures consistency across proposals, though you’ll always customize for specific funders.

Build a comprehensive resource library including recent statistics, compelling stories, letters of support, and research citations relevant to your work. Having these materials organized and accessible makes proposal development much more efficient.

Collaborate with colleagues on proposals when possible. Two perspectives are better than one, and the process of discussing your program with others often clarifies thinking and strengthens arguments.

Move Forward with Confidence

Writing funding proposals is challenging work that requires strategic thinking, clear communication, attention to detail, and persistence. But it’s also deeply meaningful work. Every proposal you write is an opportunity to secure resources that will change lives and strengthen communities.

Remember that rejection is normal in this field. Even the most skilled grant writers have many more proposals declined than funded. Don’t take rejection personally or let it discourage you. Learn from it and keep refining your craft.

At the same time, don’t let pursuit of perfect proposals prevent you from submitting. There’s no such thing as a perfect proposal, and waiting for perfection means missing deadlines and opportunities. Do your very best work within the time available, then submit with confidence.

Trust your knowledge of your community, your program, and your organization’s capacity. You are the expert on your work. Your job is to communicate that expertise clearly and compellingly to people who have resources to invest.

Stay focused on why you’re doing this work. You’re not just writing proposals—you’re creating opportunities to serve your community, advance your mission, and make a tangible difference in people’s lives. That purpose should infuse every proposal you write with authentic passion and commitment.

Keep building relationships, developing your skills, and refining your approach with each proposal cycle. Over time, you’ll find that proposal writing becomes more natural, your success rate improves, and your confidence grows.

Your community needs what your organization provides. Funders are looking for effective partners doing meaningful work. By learning to write strong proposals, you’re building bridges between those needs and those resources. That’s powerful, important work—and now you have the tools to do it well.