Common Mistakes in Grant Applications

Ellen Stone

Grant writing is hard work. The last thing you want is for your work to be wasted! Here are some of the most common grant writing mistakes to watch out for, and rules to help you avoid them in your grant writing.

 

Mistake 1: Barking up the wrong tree

 

Common Mistakes in Grant Applications

 

Before you begin an application, make sure your organization is a fit for the funder.  If your organization’s focus area, ideology, approach to problems, population served, or priorities don’t align with the funder’s, your grant will not be competitive and your efforts will be in vain.

 

 

Confirming that your organization aligns with a funder requires you to carefully research each funder.  Some funders clearly spell out their ideology and approach by providing a grant making philosophy or mission statement. For example, the White Family Foundation from Tampa, FL states on their website:

 

 

“Philosophically, the White Family Foundation supports organizations that excel at helping those in need while promoting self-reliance and personal responsibility.”

 

 

Other funders may not share their positions as publicly. If you can find contact information for the funder, try calling to learn more about their approach to funding through a personal conversation. Discuss the organization’s needs with the foundation staff to see if there is an interest/funding match.

 

 

If you can’t find a website contact or phone number for the funder, research the funder’s board members and the organizations that the funder has supported previously. Our Pathways to Growth team uses subscriber-only databases to look at organizations’ past giving, but a free Google search can also be enlightening. For example, you may learn that the board president is an avid hunter—which means he may not be as receptive to your organization’s vision of “a world without guns.” A foundation that gives large gifts to Planned Parenthood may not want to fund your pro-life counseling program. A Jewish funder may not support your mission to “share the gospel of Jesus with every man, woman, and child.”

 

 

Rule 1: Look for funders who are excited about what you do and how you do it. Grant writing takes time—spend that time wisely, writing to funders who are a good prospect for your organization. 

 

  Mistake 2: Right message, wrong time

 

 So, you’ve identified a funder that is a good fit ideologically. Time to apply for the next grant cycle, right? Not so fast!

 

Research the funder’s funding opportunities. Many funders have multiple grant cycles and categories, and it’s important to “match” to the category and cycle that best meets your needs.

Talking with the foundation staff may help you do this. Websites provide general guidelines for funding categories, but foundation staff have better understanding of the details and can provide the best guidance about what funds match an organization’s service category, programs, and funding needs.

Here’s a real life example: Foundation A offers five types of grants.  One of our clients originally planned to apply for Foundation A’s $10,000 grant category that would fit the client’s existing programming. However, when our grant writer talked with Foundation A, she learned about an opportunity to apply for a much larger grant category that would fund dream programming for multiple years.

Also, be wary of trying to fit a square peg into a round hole. If you miss the funding deadline for your category, wait until next year. Applying in the wrong category and getting declined may cause a 1-year wait until your next grant application, preventing you from applying in the correct category next year.

Rule 2: Make sure you’re applying in the category that makes the most sense for your organization’s goals.

  Mistake 3: Mistakes in messaging

 

Once you’ve followed rules 1 and 2 and you’re applying for a grant that makes sense for your organization, use your words wisely!

 


  • Avoid jargon and abbreviations that make sense to your staff, but not to a stranger. Asking someone outside of your organization to read your application can help you spotlight these “insider terms.” I have been lucky enough to use my sister, brother-in-law, husband, and babysitter as first reviewers of my grants in the past. I tell them, “if something doesn’t make sense as you read, let me know.” A funder has a stack of grants, and likely will not continue reading your proposal if it doesn’t make sense to him/her.
  • Speak their language. When possible (and when you can still be ethical and accurate in doing so), try to use a funder’s terminology. For example, one of our most successful clients is a nonprofit preschool that serves children who reside under the federal poverty line. Funder A may refer to these children as “children from low-income households,” which doesn’t contradict our term, so we will use “children from low-income households” in our application for Funder A. Funder B may use the term “economically disadvantaged children,” which also doesn’t contradict our term, so we use that term for Funder B.
  • Write with the head AND the heart. It can be tempting to ONLY share heartfelt testimonials, or just to document the successful metrics from your organization’s last evaluation. As you review the grant you’re writing, ask yourself: do I have an emotional tug? AND do I have “proof” that what we’re doing is needed and that it works? A successful grant application will address both.


NOTE: This is a general rule. Exceptions to this rule are very rare, but do exist. There are occasionally funders who say: “make me cry!” and “I don’t want your evaluation plan”—or a government agency whose cumbersome federal grant leaves no space for emotion. Always respond to the requirements and preferences of the funder.



 

Rule 3: Know your audience and speak their language.

 

 

  Mistake 4: Rush jobs

 

 

Organization is a key part of writing successful grant applications.  Work far ahead to ensure that you have time to obtain all of the necessary information and documents, develop appropriate budgets, AND have an editor review your grant package (the application and all required documents) for grammar, internal consistency, accuracy, and completeness. When multiple contributors are working on an application, it is easy to overlook details and forget to incorporate changes throughout an entire application. Identify an editor, and set him or her up for success by finishing well in advance of the application deadline.

 

Make sure that you review your finished grant package against the original grant application before submitting. Sometimes, questions may get merged or pages may get lost.

Remember that every time you submit something to a funder, you are presenting your organization and its reputation for review.  If you haven’t had time to ensure an error-free, complete, and thoughtful document, you won’t win—and you are not leaving a good impression with the grant committee or foundation staff. The negative impression from this grant application may carry forward to future applications.

Rule 4: Give yourself enough time to complete an application. If you can’t produce an error-free application, consider sitting this grant out.

By Pamela Ames Coke July 31, 2025
One of the most controversial “asks” in the nonprofit sector, alongside general operating expenses, is the request for capacity building funds. It can be challenging to find a funder who will financially support capacity building. Unlike a programming request, an organization cannot point to a specific event and report, “The company served an additional 500 people by upgrading its customer relationship management system.” It is more challenging to quantify the impact of purchasing upgraded technology—but it is not impossible. A nonprofit’s superpower is what it already has: the organization’s mission and vision. Capacity-building funding is central to American philanthropy and to a civil society. In order to thrive, nonprofit organizations need to be free to develop their skills and abilities—to get even better at what they do best. The National Council of Nonprofits defines capacity building as “whatever is needed to bring a nonprofit to the next level of operational, programmatic, financial, or organizational maturity.” It is the type of funding that allows a nonprofit to advance its mission and act on its vision. Capacity building funding is central to American philanthropy and to a civil society. In order to thrive, nonprofit organizations need to be free to develop their skills and abilities—to get even better at what they do best. This is why capacity building is vital. A nonprofit can enhance its capacity building requests in three ways: by focusing the lens on the organization’s mission; by expanding the lens to look at the organization’s vision; and by changing the lens to consider succession planning. All these elements can open funding streams that allow an organization to get even better at what it does best. Mission Impossible - Without Full Capacity When considering applying for capacity building grants, focus on the organization’s mission. This can be an effective way to frame a nonprofit’s funding request. Suppose an organization provides adult daycare services for seniors in its community. In that case, the organization’s mission might be to provide quality programming that supports the social and mental wellness of area seniors for improved health outcomes. Perhaps the team is noticing that the demand for its nonprofit’s services is exceeding the staff’s availability. The nonprofit may need to purchase a volunteer management system or recruit and train more volunteers. Collaborate with the team to articulate the request that will help take the nonprofit to the next level of programmatic maturity. To craft a persuasive capacity building request focused on the company’s mission, consider the following: Mission - What is the organization’s mission statement? Need - What does nonprofit need that it currently does not have in order to fulfill its mission? Data that supports this need - How does the team know the business needs this? Request - What is the nonprofit requesting? How much is the cost of each budget item? Include a budget breakdown for the funder. Return on investment - How will these capacity building funds help the nonprofit fulfill its mission? How does the team know? In terms of data, consider what would have the most impact on the potential funder. For example, if the organization is applying to a financial organization, the applicant might refer to the bottom line—the cost of doing business. In April 2024, the Independent Sector, in cooperation with the Do Good Institute at the University of Maryland, reported that the estimated value of one volunteer hour in 2023 was $33.49, a 5.3% increase over 2022 (independentsector.org). How does that $33.49 contribute to the organization’s ability to fulfill its mission? Capacity building starts and ends with a nonprofit’s mission. The mission is what the organization does best. Make it clear why funding this capacity building request will help the organization do its best for the target population. Show, don’t tell, a potential funder how it is impossible for the business to fulfill its mission without being at full capacity in a given area of the organization, such as volunteer management. Vision Screening - Seeing up close and far away Mission is seeing up close. It is what the nonprofit team does on a day-to-day basis. Vision is far-sighted; it is stepping back and looking at what the organization wants to accomplish over a period of years. Suppose a company is a nonprofit that provides after-school mentoring for at-risk youth. The organization is receiving feedback that the needs of the students the team serves—and the needs of the mentors who serve them—are changing. Students need access to technology, and mentors need training on new tools and resources to best meet those demands. The company has been getting by with what is available, but it is time to step back and look at the bigger picture, to evaluate what could be possible for the organization and the people the team serves. It is time to review—or create—the organization’s strategic plan to identify and order the company’s needs. The strategic plan is a nonprofit’s roadmap to success. It helps a company prioritize its needs by outlining its goals and identifying how the team plans to meet that vision. A strategic plan outlines an organization’s identified needs over time. But how does a nonprofit balance the needs outlined in a strategic plan alongside the needs that arise from day-to-day interactions with the people the organization serves? When using a strategic plan to identify a vision-aligned capacity building funding request, consider the following: Vision - What is the nonprofit’s vision statement? Need - What are the organization’s immediate needs? How do these needs align with the nonprofit’s identified needs over the next 2-5 years? Data that supports this need - How does the team know these are the organization’s short-term and long-term needs? What are the data points? What is the nonprofit currently [not] able to do? Where are the gaps? How does the team know? Request - What does the nonprofit need to guide the organizational development? Can the organization do this work internally, or does the leadership team need to hire a consultant? Return on Investment - How will these capacity building funds help the nonprofit fulfill its vision? How does the team know? In terms of data points, how does the organization evaluate current services? Does the team use qualitative tools (narrative feedback), quantitative tools (surveys with closed-ended questions), or mixed methods (a combination of the two)? In terms of the request, what does the company want and need this request to include? If the organization has a lot of competing needs, it can be helpful to hire a consultant to guide the team through the prioritizing process. Include that cost in the capacity building request. Capacity building allows an organization to grow and meet the next level of operational maturity. Having—and using--a strategic plan is essential to a thriving and responsive nonprofit. Succession Planning - What you don't know can hurt you According to BoardSource’s latest Leading with Intent Report (2021), only 29% of nonprofits surveyed reported having a written succession plan in place (councilofnonprofits.org). While succession planning involves deliberate consideration of who will take over in the event of a retirement or other transition at the leadership level, succession planning is not an event (naming a successor); it is a process. If a nonprofit does not already have a succession plan in place or needs to update its plan, consider requesting capacity building funds to financially support this process. The National Council of Nonprofits (councilofnonprofits.org) identifies ten planning tips for leadership transition, from engaging the board and the staff in meaningful conversation about managing intentional transitions in leadership to dedicating time and money to deliberate on-boarding. This planning incurs costs, and securing capacity building funds can make this process easier. Leadership - What are the organization’s current leadership roles? Need - Why does the nonprofit want to develop a succession plan? What would be the impact on the organization and its programming if the nonprofit does not have a succession plan? How would such chaos impact the company’s mission and vision? Data that supports this need - What is the organizational structure? How does the team decide who serves in each capacity? How many Board members does the organization have? Staff members? Volunteers? How many people does the nonprofit serve? How many team members serve in multiple roles? Request - How would the organization use capacity building funds? Break down the component costs, from creating an Emergency Leadership Transition Plan to developing new leaders to onboarding leaders. Return on Investment - How will these capacity building funds allow the nonprofit to fulfill its mission and vision? How will it save the company time and money in the long run? Capacity building funds are necessary for securing the long-term health and survival of an organization. Data tells us that 71% of nonprofits are ill-prepared for a change in leadership, whether that change is planned or unexpected. Investing in purposeful succession planning using capacity building funds can help safeguard an organization, allowing the team to take the nonprofit to the next level of financial and organizational maturity. Be intentional The key to requesting capacity building funds is to be intentional. Know who the nonprofit is, who the nonprofit serves, and how the nonprofit serves (mission). Know where the organization is today and where it wants to be in 5-10 years (vision). Know who the leaders are today—and in five years (succession planning). All of these are part of capacity building. A contender is hard-pressed to complete a grant application or draft an LOI without addressing sustainability—how a team plans to stay afloat as an organization. Capacity building makes sustainability possible. By staying focused on the nonprofit’s mission and vision, an organization can craft a capacity building request that allows the team to get even better at what it does best. Now that’s a superpower!
Story Telling
By By: Valarie Bostic June 13, 2024
Every child has a hero, someone who inspired vision in them, someone they aspired to be like. For me, as a little girl, I had two heroes- Benjamin Franklin and Dr. Seuss. Although from different times and disciplines, they both taught me invaluable lessons I still use today. Despite their different fields of expertise - Franklin in politics, science, and invention, and Dr. Seuss in children's literature - they both left a lasting legacy that continues to shape and inspire generations. Both were unique influential philosophers who found purpose and fulfillment through connections to others. From the wisdom of “Poor Richards Almanac” to the lyrical ingenuity of “Oh The Places You Will Go,” both Franklin and Seuss were storytellers with a voice for change. Their words made me think and encouraged me to dream. At eight years old, I knew I also wanted to write and tell stories that would encourage people and change the world. It's fascinating how childhood aspirations can pave the way for unexpected yet fulfilling careers. Little did I know that this passion would one day lead me to a successful career in grant writing. Inspired by the works of two literary giants, I found myself drawn to a path of advocacy and change. So, after a successful 25-year career in non-profit Executive leadership, I was given the opportunity to join the Pathways to Growth Team as a grant writer. Pathways has been a leader in the non-profit consulting arena for many years so to be able to work with the best of the best has been a privilege! To me, grant writing is a harmonious blend of science and art, where data-driven methodology meets creative expression to produce persuasive and impactful proposals. Sounds impressive, right? So, what did I learn about grant writing from these two? For that, I will start with good ole Ben.
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By Marcia Wynn, PhD April 29, 2024
Securing a grant represents a monumental achievement for any entity or individual striving to confront societal challenges or propel constructive transformations forward. It signifies a crucial step toward making a tangible impact and fostering positive change within communities. While obtaining a grant marks a substantial milestone, the true impact transcends mere acquisition; it hinges on the adept execution of the proposed program or project. Effectively implementing the envisioned initiatives is where the transformative potential of the grant truly manifests. Maximizing the impact of a grant necessitates a meticulous approach, characterized by thorough planning, strategic execution, and continuous evaluation. This comprehensive process ensures that resources are allocated judiciously and utilized optimally, ultimately leading to the attainment of desired outcomes. Below are eight fundamental strategies essential for the effective implementation of programs, designed to unlock the full potential and maximize the impact of grants. These strategies serve as guiding principles, shaping the trajectory of grant-funded initiatives toward meaningful and sustainable outcomes.
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his article is a continuation of a blog we posted two weeks ago on efficient productivity in grant seeking. Here is a recap of the first five steps: 1) Manage your Energy, Not Your Time, 2) Be Your Own Coach or Find A Trusted Coach, 3) Read About Productivity, 4) Set Goals. Let’s continue with #5…
Efficient Productivity for Grant Seeking – Part 1
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Some of us are wired to organize and seek out efficient productivity. Some of us are not, but no judgment here! The good news is that regardless of how easy it is for you to stay organized and have efficient productivity on a daily basis, there are some tried and true steps that will help you stay on track and meet your grant goals.
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