How to Get Grant Writing Experience Without Working for Free (A Volunteer Opportunity You'll Actually Enjoy)

Table of Contents

1. The Experience Catch-22 Every New Grant Writer Faces

2. Traditional Paths to Getting Experience

3. A Fresh Approach: Learn Grant Writing by Reviewing Proposals

4. What Is the Unfunded List?

5. Why Reviewing Proposals Makes You a Better Grant Writer

6. How to Get Started

7. FAQ

8. Your Next Step

The Experience Catch-22 Every New Grant Writer Faces

If you've ever searched for grant writing jobs, you've likely noticed the frustrating pattern: nearly every position requires three to four years of experience. But how are you supposed to get experience if no one will hire you without it?

This is the question I hear most often from my students. They've completed their grant writing training, earned their Certificate in Grant Writing, and they're ready to launch their careers. But that experience requirement feels like a locked door with no key in sight.

The good news? There are more ways around this barrier than you might think. And today, I want to share several approaches—including one that might actually be enjoyable rather than feeling like unpaid labor.

Traditional Paths to Getting Grant Writing Experience

Let's start with the paths that already exist. Some of these you've probably heard before, but a few might be new to you. Each has its own advantages and drawbacks, and the right choice depends on your current situation, schedule, and career goals.

Volunteering for Nonprofits to write grants

This is the advice most people give when you ask how to get grant writing experience, and for good reason—it works. The basic approach involves reaching out to small nonprofit organizations, offering to write a grant or two pro bono, and using those completed proposals to build your portfolio.

How it works: You identify a nonprofit whose mission resonates with you, reach out to its executive director or development staff, and offer your services. Ideally, you'll find an organization that has identified funders they want to approach but lacks the capacity to write the proposals themselves. You write the grant, they submit it, and you gain a work sample for your portfolio.

The pros: This path gives you real-world experience writing complete proposals from start to finish. You'll navigate the full process—gathering information from program staff, researching the funder, drafting and revising, and meeting a deadline. If the grant gets funded, you have a compelling success story to share with future employers or clients. You're also building relationships in the nonprofit community, which can lead to paid opportunities down the road.

The cons: This can feel like taking on a second unpaid job, especially when you're already working full-time. Finding the right organization takes effort—you need one that's organized enough to provide you with the information you need but under-resourced enough to genuinely need your help. Some volunteers find themselves chasing down program managers for budget details or waiting weeks for feedback on drafts. The timeline can stretch far longer than anticipated, and if the organization is disorganized, the experience can be frustrating rather than educational.

Resume value: High, especially if you can show funded proposals. Employers and clients want to see that you've written real grants for real organizations. Even unfunded proposals demonstrate your ability to complete the work. Be prepared to discuss what you learned from the experience and how you'd approach things differently next time.

Landing a Position with a Grant Writing Firm That Trains New grant Writers

Some grant writing firms genuinely invest in developing talent from the ground up. Rather than requiring years of experience, they hire promising candidates and provide mentorship, feedback, and gradually increasing responsibility.

How it works: You research grant writing firms in your area or those that work remotely, looking specifically for those with a reputation for training new writers. You apply, interview, and if hired, you typically start with smaller tasks—research, editing, drafting sections of proposals—before taking on full proposals independently. The firm provides oversight, feedback, and quality control while you learn.

The pros: You get paid while you learn. You benefit from structured mentorship and feedback from experienced professionals. You see how a successful grant writing operation runs, learning not just the writing but also client management, project workflow, and business practices. The experience is legitimate employment, not volunteer work, which carries weight on your resume. And you're building professional relationships that can support your career for years to come.

The cons: These positions can be competitive. Firms that invest in training new writers are desirable employers, so you may be up against other candidates with similar qualifications. The pay for entry-level positions may be modest. And not every firm that claims to train new writers actually provides meaningful mentorship—some simply expect you to figure it out on your own while billing clients for your time.

Resume value: Very high. Paid employment at a grant writing firm signals to future employers and clients that someone was willing to stake their reputation and client relationships on your work. It's concrete, verifiable experience that's difficult to question.

How to find these firms: This is exactly why we created our Inside Grant Writing Businesses webinars, held on the first Thursday of each month at 10 am Central Time. Each webinar features a panel of grant-writing firm owners who share how they run their businesses, including how they hire and train new grant writers. You'll hear directly from these firm owners about what they look for in candidates, how they onboard new team members, and whether they're currently hiring. It's the best way to identify firms that genuinely invest in developing new talent versus those that expect you to arrive fully formed. BUTTON [Link to upcoming webinars https://sparkthefiregrantwriting.com/webinars]

Serving on Grant Review Panels for Funders

Many foundations and government agencies recruit community members and professionals to serve on their review panels. This experience puts you on the other side of the table, showing you exactly how funders evaluate proposals and make funding decisions.

How it works: Funders recruit reviewers through various channels—professional associations, community networks, or open calls on their websites. Once selected, you receive training on the funder's priorities and scoring criteria. You're then assigned a set of proposals to review independently, scoring them against the rubric and providing written comments. Many panels also include group discussions where reviewers debate scores and reach consensus on funding recommendations.

The pros: This is arguably the most valuable experience you can gain for understanding what makes proposals succeed or fail. You see dozens of proposals side by side, which quickly reveals patterns—what makes some applications stand out while others fall flat. You learn the specific language and priorities of funders in a way that's impossible to grasp from the outside. You also build relationships with funder staff and fellow reviewers, expanding your professional network.

The cons: These opportunities can be competitive, especially for well-known funders. Government review panels often have specific eligibility requirements—some prefer reviewers from certain geographic areas, professional backgrounds, or demographic groups. The time commitment during review periods can be intense, with tight deadlines for reading and scoring multiple lengthy proposals. And some panels offer only modest stipends or no compensation at all.

Resume value: Extremely high. Being selected as a grant reviewer signals that a funder trusted your judgment to help allocate their resources. It demonstrates insider knowledge of the funding process that most grant writers lack. In interviews, you can speak with authority about what reviewers actually look for because you've been one.

How to find these opportunities: Check with your local community foundation, state arts council, or government agencies that administer federal pass-through funding. Many post reviewer recruitment notices on their websites. Professional associations like the Grant Professionals Association sometimes share these opportunities with members. Once you've served on one panel, you're often invited back or referred to other funders seeking reviewers.

Writing Grants for Your Own Employer

If you're currently working at a nonprofit in a non-grant-writing role, you might already be sitting on an opportunity to build experience without changing jobs.

How it works: You approach your supervisor or executive director and express interest in taking on grant writing responsibilities. This might mean writing a proposal for a small foundation grant, assisting the development director with a larger application, or taking ownership of a recurring grant that comes up for renewal. You incorporate grant writing into your existing role, either formally by changing your job description or informally as a special project.

The pros: You get paid your regular salary while building grant writing experience. You already understand the organization's programs, budget, and culture, which eliminates the learning curve that volunteers face. You have built-in access to program staff and financial information. If your proposals get funded, you're directly contributing to your organization's success, which can lead to recognition, raises, or promotions. And you can speak to this experience as paid employment, not volunteer work.

The cons: Not every employer will say yes. Some may worry about pulling you away from your primary responsibilities. Others may have existing staff who handle grants and don't want to share the territory. The quality of mentorship varies—if no one in your organization has strong grant writing skills, you may be learning through trial and error rather than guidance. And if your organization has a troubled relationship with funders or a weak track record, it may be harder to achieve funding success.

Resume value: High. This is paid professional experience within an organization, which employers respect. You can point to specific grants you wrote, dollars raised, and programs funded. The experience also demonstrates initiative—you identified a need and stepped up to fill it.

How to approach the conversation: Frame your request around organizational benefit, not just your own career development. Come prepared with specific grant opportunities you've identified, a realistic timeline, and a plan for balancing grant writing with your current duties. Offer to start small with a single proposal before taking on more.

Subcontracting with Established Grant Writers

Some experienced grant writers take on more work than they can handle and look for trained writers to assist with various tasks. This arrangement lets you learn from a mentor while building your portfolio.

How it works: You connect with established freelance grant writers or small firms and offer to assist with their overflow work. This might include conducting prospect research, gathering data for needs statements, drafting sections of proposals, editing and proofreading, or formatting final submissions. As trust builds, you may take on larger portions of proposals or eventually full projects under the lead writer's supervision.

The pros: You learn directly from someone who's already successful in the field. You see how experienced professionals approach projects, manage client relationships, and solve problems. The work is often paid, even if at a lower rate than you'd earn independently. You build a relationship with someone who can refer clients to you, provide references, and offer ongoing mentorship. And you gain work samples without having to find your own clients.

The cons: Finding these opportunities requires networking and relationship-building—established writers won't hire you if they don't know you exist. The pay for subcontract work may be modest, especially when you're starting out. The work may be behind the scenes, meaning you can't always claim public credit for proposals you helped write. And quality varies—some lead writers are generous mentors while others simply want cheap labor.

Resume value: Moderate to high, depending on how you frame it. You can describe the types of proposals you worked on, the role you played, and the outcomes. Be honest about your level of contribution—saying you "assisted with" a proposal is different from saying you "wrote" it. If the lead writer is willing to serve as a reference, that adds significant credibility.

How to find these opportunities: Attend conferences and professional association meetings where grant writers gather. Join online communities and LinkedIn groups for grant professionals. Reach out directly to freelancers whose work you admire, introducing yourself and expressing interest in supporting their projects. The Grant Professionals Association is an excellent network for making these connections.

Pro Bono grant writing Work Through Organized Programs

Organizations like Catchafire and VolunteerMatch connect skilled volunteers with nonprofits seeking specific help, including grant writing. These platforms remove some of the friction from traditional volunteering by handling the matching process.

How it works: You create a profile on the platform, listing your skills and availability. Nonprofits post projects they need help with, including grant writing. The platform matches you with opportunities that fit your profile, or you browse and apply to projects that interest you. Once matched, you work directly with the nonprofit to complete the project within a defined scope and timeline.

The pros: The matching process is streamlined—you don't have to cold-call dozens of nonprofits hoping to find one that needs help. Projects are typically scoped with clear deliverables and timelines, which helps prevent the indefinite commitment creep that can happen with informal volunteering. The platforms often provide structure and accountability that benefits both volunteers and nonprofits. You can browse opportunities from anywhere, making it possible to find projects that match your interests even if local options are limited.

The cons: Popular opportunities can be competitive, with multiple volunteers applying for the same project. The scope defined on the platform may not match reality once you start working with the nonprofit. And because these platforms serve many types of skill-based volunteering, the volume of grant writing opportunities specifically may be limited depending on when you're looking.

Resume value: Moderate to high. Completing projects through these platforms demonstrates your ability to deliver results in a professional context. You can describe the projects, the organizations you helped, and the outcomes. Some platforms provide verification or badges that confirm your completed work.

Which platforms to try: Catchafire is specifically designed for skill-based volunteering and has a strong focus on nonprofit capacity building. VolunteerMatch is a broader platform with a wider range of opportunities. Taproot Foundation is another option that connects professionals with pro bono consulting projects, though grant writing opportunities may be less frequent.

Internal Grants at Your Workplace

Some large employers—including hospitals, universities, government agencies, and corporations—have internal grant programs or mini-grant competitions. Writing applications for these internal funding opportunities can build your skills in a lower-stakes environment.

How it works: Your employer allocates funding for internal projects and invites employees or departments to apply. These might be innovation grants, professional development funds, community engagement projects, or research seed funding. You write an application following the internal guidelines, your proposal is reviewed by a committee, and funding is awarded to selected projects.

The pros: The stakes are lower than external grant writing. You're working within a familiar environment with colleagues who can provide feedback and guidance. The application process often mirrors external grantmaking, giving you practice with needs statements, objectives, budgets, and evaluation plans. If your proposal is funded, you have a success story to share. And you're demonstrating initiative and leadership to your employer.

The cons: Not all employers have these programs. Internal grants are typically smaller in scope than external foundation or government grants, so the experience may not fully translate. The competition may be internal rather than open, which provides less insight into how external funders evaluate proposals. And the process may be less rigorous than external grantmaking, offering fewer learning opportunities.

Resume value: Moderate. This experience shows initiative and basic grant writing competence, but employers evaluating your candidacy for grant writing positions will likely want to see external grants as well. Frame internal grants as part of your learning journey rather than the entirety of your experience.

How to find these opportunities: Check your employer's intranet for funding announcements. Talk to colleagues in research administration, employee engagement, or corporate social responsibility departments. If your employer doesn't have formal internal grants, there may still be discretionary funds that managers can allocate—making a compelling case for a project you want to pursue is grant writing practice in itself.

Writing Grants for Your Local School or Fire Department

Sometimes the best place to start building experience is right in your own community. Local schools and fire departments frequently need grant funding but often lack dedicated staff to pursue it. These grants tend to be smaller and more straightforward than complex federal applications, making them ideal for new grant writers looking to build confidence and rack up some early wins.

How it works: You reach out to a local school principal, teacher, or fire chief and offer to help them apply for grants. For schools, this might mean helping an individual teacher apply for a classroom grant from organizations such as the American Association of Educators Classroom Grants, Fund for Teachers, the American Association of School Librarians Innovative Reading Grant, Dollar General Summer Literacy Grant, DonorsChoose, or local education foundations. For fire departments, you might pursue equipment grants from FEMA's Assistance to Firefighters Grant Program, Firehouse Subs Public Safety Foundation, or state-level emergency services funding. You gather the necessary information, write the proposal, and support them through submission.

The pros: These grants often have simpler applications and shorter turnaround times than large foundation or government grants, so you can complete projects quickly and see results faster. You may have a personal connection to the outcome—if your kids attend the school or you live in the fire district, you directly benefit from the funded programs. Teachers and fire chiefs are often deeply grateful for the help, which can lead to enthusiastic references and word-of-mouth referrals. And because these are real grants with real funding attached, any wins go straight into your portfolio as concrete evidence of your abilities.

The cons: The grant amounts are typically smaller, so you won't be able to claim you've secured six-figure funding through this path alone. Some school districts have policies about who can submit grants on their behalf, so you may need to navigate bureaucratic approval. And while the applications are simpler, you'll still need access to information like budgets, program descriptions, and organizational data, which requires cooperation from busy educators or first responders.

Resume value: Moderate to high for entry-level positions. Funded classroom or equipment grants demonstrate that you can identify opportunities, write winning proposals, and deliver results. Employers understand that everyone starts somewhere, and showing initiative in your own community reflects well on your character and commitment. As you build experience, these early wins become part of a larger story of growth.

How to get started: If you have children in school, start by talking to their teachers about whether they've considered applying for classroom grants. Many teachers know these opportunities exist, but don't have time to pursue them. For fire departments, contact your local station and ask to speak with whoever handles grants or administrative matters—in smaller departments, this is often the fire chief directly. Come prepared with a few specific grant opportunities you've researched so they can see you're serious and informed.

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But here's an option that combines the accessibility of volunteering with a genuinely engaging learning experience—one that feels less like unpaid work and more like professional development.

A Fresh Approach: Learn Grant Writing by Reviewing Proposals

What if instead of writing grants for free, you could learn by reviewing them?

Think about it. When you review someone else's proposal, you see what works and what doesn't. You notice where the narrative loses momentum, where the budget doesn't quite align with the activities, and where the need statement falls flat. You develop the critical eye that separates competent grant writers from exceptional ones.

This is exactly the opportunity that the Unfunded List provides.

What Is the Unfunded List?

The Unfunded List is a 501(c)(3) organization that has been providing constructive feedback to grantseekers since 2015. They've reviewed more than 1,500 proposals from organizations around the world, helping nonprofits strengthen their applications and increase their fundraising success.

Here's a statistic that caught my attention: nonprofits that go through their review program raise over twice as much funding within five years on average. That tells me the feedback they provide is substantive and actionable.

The organization relies on volunteer reviewers to make this work happen. And that's where the opportunity lies for aspiring grant writers.

Why Reviewing Grant Proposals Makes You a Better Grant Writer

When you volunteer as a proposal reviewer with the Unfunded List, you're not just padding your resume. You're developing skills that will serve you throughout your grant writing career.

You learn to identify weak spots

Reading proposals with a critical eye trains you to recognize common mistakes, from vague objectives to unsupported budget line items. Once you can spot these issues in others' work, you become better at avoiding them in your own.

You see a variety of grant writing approaches

Reviewing multiple proposals exposes you to different writing styles, organizational structures, and ways of presenting information. This breadth of exposure accelerates your learning far beyond what you'd gain from writing one or two proposals on your own.

You practice giving constructive feedback

The ability to articulate what's working and what needs improvement is valuable whether you're reviewing a colleague's draft, responding to funder feedback, or mentoring new grant writers down the road.

You build legitimate grant writing experience

When you can tell a potential employer or client that you've reviewed dozens of real grant proposals, you demonstrate both knowledge and commitment to the field.

You contribute to something meaningful

Unlike some volunteer opportunities that feel like busywork, helping organizations improve their proposals has real impact. Better proposals mean more funded programs, which in turn mean more communities served.

How to Get Started

Getting involved with the Unfunded List is straightforward.

To volunteer as a proposal reviewer, sign up here:

If you have questions or want to learn more, you can reach out to Dave Moss directly through their website.

FAQ

What is the best way to learn how to write grants before I start getting experience?

Enroll in the Spark the Fire Certificate in Grant Writing course, rated as the top grant writing education program in the nation for four consecutive years. You'll build a strong foundation in grant writing fundamentals so you can approach any of these experience-building paths with confidence.

Do I need grant writing experience to volunteer as a reviewer?

The Unfunded List welcomes reviewers at various experience levels. The key is a willingness to provide thoughtful, constructive feedback. If you've completed grant writing training and understand the fundamentals of what makes a strong proposal, you have enough foundation to contribute meaningfully.

How much time does reviewing grant proposals require?

Time commitments vary depending on the review round and how many proposals you choose to review. The organization works with volunteers to find a level of involvement that fits their schedules.

Will this count as professional grant writing experience on my resume?

Yes. Volunteer experience is legitimate experience, especially when it involves substantive work like reviewing grant proposals. You can list this on your resume and speak to it in interviews, describing what you learned and how many proposals you reviewed.

Is this only for people who want to become grant writers?

Not at all. Nonprofit staff who submit grant applications can also benefit from understanding what reviewers look for. Development directors, program managers, and executive directors would all gain valuable perspective from this experience.

How is this different from serving on a grant review panel for a funder?

Funder review panels are excellent experience but can be competitive to join and may have specific eligibility requirements. The Unfunded List offers a more accessible entry point, though the learning benefits are similar.

Can I do this while working full-time?

Absolutely. Many volunteers balance reviewing with other professional commitments. Because you're reviewing proposals rather than writing them, you have more flexibility in when and how you complete the work.

Your Next Step

Building grant writing experience doesn't have to mean years of unpaid labor or waiting for the perfect job to materialize. Whether you subcontract with an established writer, propose taking on grants at your current job, or volunteer as a reviewer with the Unfunded List, there are paths forward that fit different schedules and circumstances.

If you're ready to take action, sign up to volunteer as a reviewer today. And if you want to explore the firm route, join us for our next Inside Grant Writing webinar on the first Thursday of the month, where you'll hear directly from firm owners about what they look for when hiring new grant writers.

About the Author

Allison Jones, CEO and Founder of Spark the Fire Grant Writing Classes, LLC, built one of the highest-rated grant writing education programs in the world, recognized for four consecutive years. She holds the Grant Professional Certified (GPC) credential, is one of only 30 nationally approved trainers by the Grant Professionals Certification Institute, and has trained over 5,000 grant writers. Her book Meaningful Work is forthcoming in 2026.

Your Turn! Reply and Comment

👉 Now I'm curious—what's been your biggest challenge in gaining grant writing experience? Have you tried any of these paths, and if so, what worked or didn't work for you? Share your experience in the comments below.

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The Evolving Role of Grant Writers: Why Strategic Thinking Matters More Than Ever in 2026

The role of grant writer is evolving—and many grant writers haven't caught up. If you think your job is to write proposals, you're only doing part of the job. The best grant writers aren't just good with words. They're strategic partners who help organizations become stronger, not just funded.

This isn't a new idea, but it's becoming urgent. The grant landscape in 2026 is more competitive than ever. Funders expect more. Organizations that treat grant writing as an afterthought—or hire grant writers who only write—will fall behind.

So what does it actually mean to be a strategic partner? And how do you get there?

The Mindset Shift: It's Not "Do It For Them"—It's "Do It With Them"

In my Certificate in Grant Writing Course, I watch students try to skip certain lessons. They breeze through the sections on writing compelling narratives and crafting needs statements, but when we get to developing evaluations and project budgets, suddenly, there's resistance. They ask, "Isn't this something the nonprofit does?" or "Why do I need to learn this if the organization has a finance person?"

My answer is always the same: you need to know enough about both to guide your client or nonprofit. It's not a "do it for them" scenario—it's "do it with them." And here's the part that matters most: if you don't understand evaluation and budgeting yourself, you can't recognize when something is wrong.

A grant writer who can't read a budget is going to submit proposals with inflated line items, misaligned costs, or math that doesn't add up. A grant writer who doesn't understand evaluation is going to write outcomes that are actually outputs—and lose points on the rubric without knowing why.

I've seen this happen countless times in my work as a grant reviewer. A proposal comes through with a solid narrative, but the evaluation section says something like "We will track the number of participants served and collect satisfaction surveys." That's not evaluation—that's counting. And when reviewers see that, they know the organization (and their grant writer) doesn't understand the difference between doing something and knowing whether it worked.

That's not a strategic partner. That's a typist.

The best grant writing training goes beyond writing because the best grant writers do more than write. They guide, they question, they push—and they can only do that if they understand how organizations actually work.

What a Strategic Partner Actually Looks Like

Let's get specific about what strategic partnership means in practice, because I think the term gets thrown around without people really understanding what it looks like day to day. A strategic partner helps the nonprofit move forward in providing better services—not just securing funding. The grant is a tool, not the goal. If you're doing this work right, you're not just helping organizations win money. You're helping them become the kind of organizations that deserve to win money.

Let me share a real example from my own work.

I was working with an arts organization that provides visual and performing arts programming to K-12 students. I sent them a research report on enhancing arts programs through evidence-based practices. Then, when I reviewed their newest grant drafts, I noticed something: their objectives and evaluation were based entirely on outputs—the number of performances held and students served.

Those are fine metrics to track, but they don't tell funders whether the programming is actually making a difference in students' lives.

So I wrote to my clients: "I want to move us towards outcome evaluations demonstrating long-term positive impact beyond how many students were served or partnerships were made. We can do this by making slight changes to the programming, enhancing the work you are already engaged in."

I didn't just point out the problem. I drafted a case statement that incorporated the evidence-based practices from the research—things like intentional design of arts experiences, reflective practices, and student-centered learning approaches. I showed them how to connect their existing work to outcomes like improved self-awareness and social-emotional development in students.

Then I asked them to review it and let me know their thoughts. I noted that we'd need to work through the work plan and timeline together to ensure it was doable and that their key stakeholders would be on board. But I suspected this work was already happening—just informally, without the structure to capture it in grant proposals.

That's what strategic partnership looks like. I didn't wait for them to hand me content. I brought research to them. I identified a gap in their approach. I drafted a framework they could react to rather than asking them to create something from scratch. And I positioned the changes as enhancements to what they were already doing—not criticisms of their work.

This is the difference between "do it for them" and "do it with them." I didn't redesign their program without their input. I gave them something to respond to, invited collaboration, and made clear that the final decisions were theirs to make with their stakeholders.

Strategic partnership also means pointing out areas to improve, even when it's uncomfortable. If their data collection is weak, you tell them. If their logic model doesn't hold together, you say so. If their organization isn't ready for a particular grant, you help them see that before they waste time applying.

I had a client once who wanted to apply for a large federal grant—about $500,000 over three years. On paper, their program seemed like a good fit. But as I dug into their organizational capacity, I realized they had never managed a grant larger than $25,000. They didn't have the financial systems, the reporting infrastructure, or the staffing to handle federal compliance requirements.

I had to have a hard conversation: "I don't think you're ready for this one. Let's find some smaller grants to build your capacity first, and revisit this opportunity in two years." They weren't happy to hear it. But two years later, when they did apply, they won—because they'd spent that time building the infrastructure they needed. A grant writer who just writes would have helped them submit that first application and watched them struggle (or fail) if they'd won.

Beyond sharing research and pointing out gaps, strategic partners guide organizations to resources. You don't have to be the expert in everything, but you should know where to point people. Strategic planning consultants. Quality improvement frameworks. Capacity-building programs. Board development workshops. When I see an organization struggling with something outside my expertise, I don't just shrug and focus on the proposal. I say, "Here's someone who can help with that" or "Here's a resource you should look into."

A strategic partner connects organizations to what they need to grow, even when it's not directly related to the grant at hand.

Strategic partners also ask hard questions—the kind that make people pause and think. What happens after the grant ends? How will you know if this program worked? Do you have the staffing to actually implement this? What's your plan if your key staff person leaves mid-grant? These questions aren't obstacles to getting the proposal done. They're how you help organizations think more clearly about what they're proposing and whether they can actually deliver.

Now let me be clear about what strategic partnership doesn't look like.

It doesn't look like word processing. If you're just taking whatever the organization hands you and dressing it up in nice language, you're not a partner—you're a service provider. I've seen grant writers who operate this way, and their proposals show it. The narrative might be polished, but it doesn't hold together because no one questioned the underlying logic. The budget might be formatted correctly, but the numbers don't align with the activities because no one pushed back.

Strategic partnership also doesn't mean documenting without guiding. A strategic partner doesn't just ask for information and plug it into a template. They provide the organization with a framework—a list of what's needed, templates to fill out, questions to consider before the conversation even starts. They guide the process so that by the time you're writing, the thinking has already been done.

The difference between these approaches is significant. One helps organizations get grants. The other helps organizations get better.

The Hard Truth: If You're Not Pushing the Organization Forward, You're Not Doing Your Job

Here's something I don't think we talk about enough in this field: a grant writer's job isn't just to win grants. It's to help organizations become more strategic, refine their systems, improve quality, and increase capacity.

If you're not doing that, you're not fulfilling the role—at least not the role as it needs to exist in 2026.

I know that sounds harsh, but think about it from the funder's perspective. They're not investing in proposals. They're investing in organizations that can deliver results. If you help an organization win a grant but they don't have the capacity to implement it well, have you really helped them? You might have helped them in the short term, but you've set them up for a difficult reporting period, a strained relationship with the funder, and potentially a reputation problem that will follow them to future applications.

The best grant writers push organizations forward. They challenge assumptions. They raise concerns before they become problems. They help organizations see what they can't see themselves.

I worked with an organization once that had been delivering the same program the same way for fifteen years. They had loyal funders, decent outcomes, and a comfortable routine. But when I started asking questions—why do you do it this way? what does the research say about this approach? have you considered alternatives?—they realized they'd been coasting on tradition rather than evidence.

It wasn't a comfortable conversation. They'd been doing this work longer than I'd been in the field, and here I was questioning their model. But that's the job. A year later, they'd redesigned their program based on current research, and their outcomes improved dramatically. Their next grant proposal practically wrote itself because the program was genuinely stronger.

And sometimes, the best thing a grant writer can do is know when it's time to move on.

I've had clients where I've done everything I can. I've shared resources. I've pointed out gaps. I've guided them through process after process. But they're stuck. Maybe there's a leadership issue I can't solve. Maybe there's a board that won't engage. Maybe they're just not ready to hear what I'm telling them.

In those cases, I've learned to recognize that they need to hear the advice from someone else to get to the next level. A different consultant with a different style, a peer organization they respect, a funder who delivers hard feedback—sometimes change requires a new voice. Knowing when to step back, and helping them find the right next resource, is part of being a true partner. It's not failure. It's wisdom.

Why This Matters More Than Ever in 2026

The grant landscape has changed, and the shifts I'm seeing make strategic partnership more important than ever.

Competition is fiercer than it's been in my two decades in this field. More organizations are applying for grants than ever before, and federal funding uncertainty has pushed many nonprofits toward foundation and corporate funders. That means those funders are flooded with applications, and the margin between funded and rejected is razor-thin. I've sat in review sessions where the difference between winning and losing was a single point—one point on a rubric that might have been earned with a stronger evaluation plan or a more realistic budget.

Funders expect more than they used to. A well-written narrative isn't enough anymore. Funders want to see strong evaluation plans with clear, measurable outcomes. They want realistic budgets where every line item connects to the proposed activities. They want evidence of organizational capacity—not just promises that you can do the work, but proof that you've done similar work before. They want sustainability plans that show you've thought beyond the grant period. They want to see that you understand their priorities and have designed your project accordingly.

In short, they want proposals that demonstrate strategic thinking at every level. Grant writers who only write can't deliver that. Grant writers who understand how organizations work, who push their clients to be stronger, who guide the entire process rather than just documenting it—they can.

The stakes are higher too. When funders are overwhelmed with applications, they're looking for reasons to say no. A budget that doesn't add up is an easy no. An evaluation plan that measures outputs instead of outcomes is an easy no. A timeline that's vague or unrealistic is an easy no. These aren't minor issues you can paper over with good writing—they're the difference between funded and rejected.

Organizations that treat grant writing as an afterthought will struggle. Organizations that have strategic partners in their corner—grant writers who understand the full picture and help them improve—will thrive.

More Voices on This Topic

I'm not the only one observing these shifts in the field.

Megan Hill of Professional Grant Writer recently wrote that "grant writers are no longer simply document creators—they're strategic advisors." She notes that the role now encompasses mission alignment, funding strategy development, portfolio management, and funder relationship cultivation. Increasingly, grant writing consultants are being called on to guide technology adoption, build organizational capacity in data literacy and measurement, and coach leadership teams on long-term funding sustainability. Her observations align with what I'm seeing and teaching—the role is expanding, and grant writers who don't expand with it will be left behind.

Julie Starr of Epic Grants (Issue #416) pointed out another trend worth noting: funders are closing grant cycles early or capping the number of applications they'll review. She found language in multiple grant guidelines like "We will accept the first 100 applications for consideration" and "Once we award our allocated amount, we will suspend the acceptance of applications." Her advice is smart: use the grant open date as your deadline, not the published closing date. Subscribe to her epic grant writing blog here.

This is another reason strategic thinking matters. Reactive grant writers who wait until deadlines approach will miss opportunities. Proactive grant writers who have their clients prepared and ready to submit early will succeed.

Building These Skills: It Starts with Training

The strategic skills grant writers need in 2026 don't come from learning to fill out forms. They come from understanding how organizations work.

That's why I designed the Spark the Fire Certificate in Grant Writing Course the way I did. It goes beyond teaching grant writing to help you understand all aspects of managing an organization—program design, evaluation, budgeting, organizational capacity, funder relationships, and more.

Students sometimes push back on this approach. They signed up to learn grant writing, not nonprofit management. But here's what they discover by the end of the course: you can't be a great grant writer without understanding how nonprofits function. The two are inseparable.

The grant writer who understands organizational development can spot capacity gaps before they derail a project. The grant writer who understands evaluation can build a measurement plan that actually demonstrates impact. The grant writer who understands budgeting can create financials that tell the same story as the narrative. These skills don't just make you better at writing—they make you invaluable to the organizations you serve.

One recent student captured this transformation perfectly:

"I took this course to obtain the skill of writing a grant application that stood out, but I left with a lot more. This course is not for the faint at heart. It is rigorous, organized, and chock full of just the information that you need to know to become a grant writer that stands out. The work products help you write effective grant applications and give you an opportunity to assess and identify organizational areas to develop. I have improved my skillset and become a better nonprofit leader. – Susan Pappalardo

That's the goal—not just better grant writers, but better nonprofit leaders. Better strategic partners. Professionals who can guide organizations forward, not just document what they're already doing.

What This Means for Nonprofit Leaders

If you're a nonprofit leader reading this, here's what I want you to take away.

First, look for a grant writer who will push you—not someone who just polishes your words. Ask potential grant writers how they approach evaluation and budgeting. Ask them to describe a time they told a client they weren't ready for a grant. Ask them what resources they've shared with clients beyond the scope of writing. The answers will tell you whether you're hiring a strategic partner or a typist.

Second, be prepared to do the work alongside them. A strategic partner isn't going to do everything for you. They're going to guide you through the process, and that requires your engagement. Have your documents ready. Be willing to dig into the data. Show up for the conversations, even when they're uncomfortable. The organizations that get the most from their grant writers are the ones that treat grant writing as a collaborative process, not a hand-off.

Finally, treat your grant writer as a partner in organizational growth, not a vendor who produces documents on demand. The best results come when grant writers are involved early, treated as part of the team, and given the trust to speak honestly. If your grant writer raises concerns, listen. If they push back on your approach, consider why. That pushback is exactly what you're paying for.

The Bottom Line

The role of grant writer is evolving—and that's a good thing.

The field is moving away from transactional proposal production toward strategic partnership. Grant writers who embrace this shift will be more effective, more valued, and more fulfilled in their work. Organizations that seek out these strategic partners will be better positioned to secure funding and—more importantly—deliver on their missions.

The question isn't whether the role is changing. It's whether you're ready to change with it.

Are you a strategic partner? Or are you still just writing proposals?

Frequently Asked Questions

What's the difference between a grant writer and a strategic partner? A grant writer focuses on producing proposals—taking information from an organization and turning it into a polished application. A strategic partner does that too, but they also help organizations strengthen their programs, refine their systems, and build capacity. They share research, point out gaps, ask hard questions, and guide the entire process rather than just documenting it.

What skills do grant writers need in 2026? Beyond strong writing, grant writers need to understand program evaluation, budgeting, organizational development, and funder relationships. They need to know enough about these areas to guide their clients through the process and recognize when something is wrong.

How do I know if I'm ready to be a strategic partner? Ask yourself some honest questions: Can you read a budget and spot problems? Can you evaluate whether a logic model makes sense? Do you share research and resources with your clients proactively, or do you wait for them to hand you content? When you see a gap in an organization's capacity, do you point it out or ignore it? If you're only writing—taking what clients give you and making it sound good—you're not there yet.

When should a grant writer move on from a client? Sometimes an organization needs to hear advice from someone new to get to the next level. If you've done everything you can—shared resources, pointed out gaps, guided them through process after process—and the organization still isn't growing or changing, it may be time to help them find their next resource. This isn't failure; it's wisdom.

What is the best grant writing course? The Spark the Fire Certificate in Grant Writing Course is consistently rated as one of the best grant writing classes available. It goes beyond proposal writing to help you understand all aspects of managing an organization—program design, evaluation, budgeting, organizational capacity, and funder relationships.

About the Author

Allison Jones, CEO and Founder of Spark the Fire Grant Writing Classes, LLC, built one of the highest-rated grant writing education programs in the world, recognized for four consecutive years. She holds the Grant Professional Certified (GPC) credential, is one of only 30 nationally approved trainers by the Grant Professionals Certification Institute, and has trained over 5,000 grant writers. Her book Meaningful Work is forthcoming in 2026.

Now I Want to Hear From You

Are you a strategic partner—or are you still just writing proposals? What's one way you're pushing your clients (or your organization) forward this year? Share your thoughts in the comments.

Lifting Each Other Up: Building a Stronger Grant Writing Community

Last week, I received a call from someone who'd been referred by another grant writer. The caller had developed what he described as a "supercomputer that could scale up businesses fast" and was looking for help—though it wasn't entirely clear whether he needed a grant writer, a strategist, or something else entirely.

As he tried to explain his technology, I could hear his growing frustration. From his perspective, I just wasn't "getting it." The product sounded impressive in theory, but when I asked practical questions about applications and target markets, the answers got vague. Since for-profit grants aren't my specialty, I listened politely, thinking I might be able to refer him to someone with that expertise.

But the more he talked, the more familiar this conversation became. Here was someone with sophisticated technology—and genuine passion for what he'd built—but no clear understanding of how it solved real problems for real people. He wanted me to be impressed by the innovation itself, rather than its practical application.

His frustration seemed to stem from the fact that he had a solution looking for a problem, and he expected that I could somehow wave a magic wand to bridge that gap for him.

Sound familiar? We're seeing this same pattern more and more with technology companies targeting our profession. They develop impressive-sounding AI tools or databases promising to revolutionize grant writing, but when you dig deeper, it becomes clear they don't really understand how our work actually functions.

Building Each Other Up Through Action

But here's what I love about our profession: we know how to ask the right questions. We're skilled at digging deeper, evaluating claims, and making informed decisions. Of course we are—we're grant professionals! Research is literally what we do for a living. And we don't do it alone—we support each other through the process.

Take that phone call I mentioned. The referral came from a colleague who thought I might be able to help, even though it wasn't ultimately a fit. When I realized it wasn't my expertise, I listened anyway, hoping to connect him with someone better suited. That's what we do—we lift each other up and share opportunities.

This collaborative spirit shows up everywhere in our work. Just last month, a grant writing firm reached out asking if I had any new graduates to recommend. I did! But their question got me thinking—wouldn't it be valuable for our community to learn more about how grant writing firms operate? I quickly pulled together a webinar, and three firms jumped in to participate. The response was incredible, and we all learned something new about different business models in our field.

I see this same supportive energy when I recommend tools that are genuinely helping our profession. I love championing Grant Frog, new software built by fellow grant writer Hannah Wiginton, because she's created something practical while bringing humor and positivity to everything she does. I'm equally enthusiastic about partners like Instrumentl, whose prospect research tools have consistently delivered results for my clients and who've been genuinely collaborative to work with.

This is how our profession grows stronger—through genuine support, shared knowledge, and celebrating each other's successes rather than competing destructively.

Navigating New Technology Together

As more technology solutions emerge targeting our profession, this research expertise becomes even more valuable. We're seeing an explosion of AI-powered tools and databases promising to revolutionize grant writing, and our natural instinct to dig deeper serves us well.

The key questions we ask haven't changed: What problem does this actually solve? How does it work? What are the costs—not just financial, but in terms of professional relationships and ethics? Who benefits, and how? And here's a crucial one: Do they have grant professionals on staff from the start? Better yet, several with varying perspectives?

These aren't hostile questions—they're professional due diligence. When a new service launches, it's perfectly reasonable to ask about their business model, their data sources, their track record, and how they align with our professional standards. Companies that are genuinely committed to serving our profession should welcome these questions and answer them transparently.

I've noticed that the most successful technology partnerships in our field come from companies that take time to understand our work before trying to improve it. Take Instrumentl, for example—they regularly ask grant writers to weigh in on new features and treat us as the experts we are. They recognize that we're not just users—we're professional partners who bring valuable expertise to the relationship.

When we evaluate these tools collectively—sharing experiences in forums, discussing pros and cons at conferences, and asking the hard questions together—we make better decisions for ourselves and our clients. Our shared professional judgment is one of our greatest assets.

Professional Ethics and Trust

All of this collaborative evaluation happens most effectively when we have strong ethical foundations to guide us. The Grant Professionals Association's standards aren't just guidelines—they're our professional compass, helping us navigate complex decisions about partnerships, tools, and business practices.

I'm particularly encouraged by GPA's commitment to evolving and strengthening these ethical guidelines. The organization's responsiveness to our profession's changing needs shows real leadership. When new challenges emerge—whether from technology, business models, or industry practices—GPA continues to refine its guidance to serve us better.

This is also why I pursued and obtained my GPC (Grant Professional Certified) credential this year. Did I need it after years in this profession? Not technically. But literally anyone can hang out a shingle and call themselves a grant writer. It's only through this kind of certification that we maintain our standards and distinguish between true professionals and those who have no idea what they're doing. The credential represents a commitment to ongoing education, ethical practice, and professional accountability.

But ethics standards only work when we have safe spaces to discuss them openly. Professional dialogue requires trust and confidentiality. We need to be able to ask difficult questions, share concerns, and seek guidance without fear that our private communications will be forwarded or used against us.

The strongest professional communities are built on this foundation of trust—where members can engage in good-faith discussions about challenges, share experiences honestly, and support each other through complex decisions. When that trust is respected, we all benefit from shared wisdom and collective problem-solving.

Transparency in Professional Relationships

This foundation of trust extends to how we handle business relationships within our professional community. Transparency isn't just good ethics—it's good business. When we're open about our partnerships, affiliate relationships, business models, and potential conflicts of interest, we strengthen rather than undermine our professional credibility.

I'm always upfront when I recommend tools I use and believe in, like Instrumentl or Grant Frog. If I'm genuinely enthusiastic about something because it works well, I explain why. This transparency allows my colleagues to evaluate my recommendations appropriately and builds trust over time.

The same principle applies to any service provider in our space. Companies that are transparent about how they operate, who they partner with, and how they generate revenue make it easier for grant professionals to make informed decisions. Those who are secretive, evasive, or defensive about legitimate professional questions raise red flags.

We have a right to know if someone promoting a service has a financial stake in it. We have a right to understand business models that might affect our work or our clients. We have a right to ask these questions without facing legal threats or professional retaliation.

When transparency is the norm, everyone benefits. Grant professionals make better decisions, ethical companies thrive, and our entire profession maintains its integrity and trustworthiness.

Choosing to Lift Up, Not Tear Down

How we handle disagreements and challenges says everything about our professional character. I've noticed some practitioners in our field take a different approach—building themselves up by putting competitors down, even naming them specifically when comparing grant training services or approaches. But I believe we're stronger when we focus on lifting each other up instead of tearing each other down.

So what does lifting each other up look like in practice? It means celebrating colleagues' successes genuinely. When someone launches a new service, wins a major grant, or achieves a professional milestone, we cheer them on. It means sharing opportunities—like when that firm called looking for new graduates, or when I see a perfect job posting for someone's skill set.

It means offering constructive feedback when asked, and giving credit where it's due. Most importantly, it means responding to challenges with grace and professionalism. There's not one grant writing class that is the best fit for everyone, and I'm truly impressed with some of the new things that my colleagues are coming up with to make their work more sustainable while also helping people learn grants. That's my lane, my passion, and I love seeing the creativity and innovation happening in grant writing education. When students want to deep dive into federal grants, I refer them to Diane Leonard's federal grant training because that's her expertise.

“The grant writing world is big enough for all of us to succeed—when we focus on serving our clients excellently and supporting our colleagues generously. ”

— Allison Jones, Spark the Fire

The grant writing world is big enough for all of us to succeed—when we focus on serving our clients excellently and supporting our colleagues generously. Amanda Pearce at Funding for Good is exceptional at uplifting others. She even has a conference for grant consultants and a great Boot Camp program—and no, I'm not a business affiliate, I just genuinely like what she's doing.

Moving Forward Together

As our profession continues to evolve, we have incredible opportunities ahead of us. New technologies will emerge, business models will shift, and fresh challenges will test our professional standards. But I'm optimistic about our future because I see how we support each other every day.

And if you're a tech company out there genuinely looking to solve problems in our field, here are some real issues that need addressing: We need common grant applications—or at least standardized sections—so we don't have to retype basic organizational information dozens of times. We need grant applications available in advance in Google Docs and MS Word formats—not PDFs—so we can draft them on our desktops first. We need clear, consistent instructions from funders.

Notice what these have in common? They're all about grantmakers improving their processes, not grant professionals needing AI assistance. Grant professionals know what we're doing—especially if they take quality training, like ours at Spark the Fire. It's not that we need AI to find grant prospects for us; we need foundations to get clearer about what they want to fund. It's not that we need AI to help us write grant applications; we need grantmakers to streamline their questions and requirements.

“It’s not that we need AI to find grant prospects for us; we need foundations to get clearer about what they want to fund. It’s not that we need AI to help us write grant applications; we need grantmakers to streamline their questions and requirements.”

— Allison Jones, Spark the Fire

We're a profession built on research, relationship-building, and service to our communities. These core strengths serve us well whether we're evaluating a new AI tool, mentoring a colleague, or navigating industry changes. When we stay true to these values—asking good questions, maintaining transparency, and lifting each other up—we create a professional environment where everyone can thrive.

The conversations we have in forums, at conferences, and in informal networks shape our profession's future. Every time we choose collaboration over competition, transparency over secrecy, and professional growth over personal attacks, we strengthen the entire grant writing community.

I'm committed to continuing this work—through my teaching, my writing, and my daily interactions with colleagues. Whether you're just starting your grant writing journey or you're a seasoned professional exploring new directions, there's a place for you in this supportive community.

Together, we can ensure that grant writing remains a profession marked by integrity, excellence, and genuine care for the causes we serve.

Grant Writer Burnout: Why It Happens and How to Move Forward

Grant writer burnout is one of the most pressing issues in the nonprofit sector today. Many professionals enter the field with excitement—after all, grant writing careers promise meaningful work, writing for impact, and the ability to secure critical funding. But the reality is that too many grant writers are exhausted, underpaid, and questioning whether they can continue.

If you’ve been Googling “why grant writers quit” or asking ChatGPT how to survive in this field, you’re not alone.

Why Burnout is So Common in Nonprofit Grant Writing

1. Scarcity mindset. Many nonprofits operate with a constant sense of not having enough. Even with budgets, staff, and priorities clearly defined, grant professionals are asked to “do more with less.” Story: Maria, a mid-career nonprofit grant writer, secures one award only to be told to find more. The cycle never ends, leaving her drained and discouraged.

2. Low pay and undervaluation.  Compensation often doesn’t match the expertise needed for successful grant writing jobs. In rural areas, pay is even lower and funding opportunities scarcer. Story: James transitioned from publishing into a grant writing career he loved—only to find himself burned out after years of low pay and no benefits.

3. Leadership gaps. Poor management or unrealistic goals often leave grant writers unsupported. Story: Danielle’s annual target was raised from $300K to $600K without staff help. Her grant writer job description changed constantly, and burnout soon followed.

4. Ever-changing demands. Federal NOFOs get pulled, foundations shift priorities, and requirements grow while resources shrink. Story: Malik worked nights and weekends on a large federal grant application—only to have the opportunity withdrawn. His exhaustion turned into despair.

5. Bigger questions. Many grant professionals are now asking: Why should essential programs depend on philanthropy at all? The existential weight of this question adds to grant writer burnout.

The Human Toll of Burnout in Grant Writing

Burnout doesn’t just affect job performance—it impacts health, relationships, and a sense of purpose. Many grant professionals describe:

• Difficulty motivating themselves for one more proposal.

• Grief when strong applications are rejected.

• Stress symptoms tied to workload and uncertainty.

• Feeling trapped after years in the grant writing field with limited career mobility.

If you recognize yourself in these stories, you are not alone.

Finding a Way Forward: Real Solutions for Grant Writers

Here are six concrete strategies to reduce grant writing stress and rebuild energy:

1. Set boundaries. If you’re a freelancer, your contract is your first line of defense—spell out scope, response times, and revision limits. Learn more in Spark the Fire’s Business of Freelance Grant Writing course. If you’re employed, enforce work hours (no more 10 p.m. emails) and align expectations with your supervisor.

2. Seek community. Isolation fuels burnout. Join Spark the Fire’s private grant writing community, Spark the Fire Grant Writer Collective, or professional groups like the Grant Professionals Association (GPA). Peer support transforms how you experience your work.

3. Advocate for change. Be part of reshaping the field. Follow Vu Le’s list of “crappy funding practices,” contribute reviews on GrantAdvisor.org, and raise your voice about funder behaviors that fuel nonprofit burnout.

4. Expand your skills. Adding new tools makes you more marketable. Try Spark the Fire’s Certificate in Grant Writing course, webinars,mini-courses, or blog resources for practical, on-demand professional development. If you’re Googling “how to become a grant writer,” this is where to start.

5. Rest when needed. Plan a “grant detox week” when possible. Build small daily rituals—walks, meditation, journaling—that remind you that you are more than your productivity.

6. Protect your financial well-being. Freelancers: switch to retainer-based or project-based pricing instead of hourly billing. Employees: explore the Spark the Fire Grant Writer Job Board, where listings are required to include pay rates, so you can see upfront if a position values your expertise.

Choosing Hope in the Grant Writing Profession

Despite the challenges, many grant professionals remain because they believe in the missions they serve. Some see grant writing careers as harm reduction—imperfect but essential. Others find renewed energy through grant writing support communities where colleagues encourage one another.

Story of renewal: Lauren nearly left the field after years of burnout. Instead, she found a supportive peer group, learned to set healthier boundaries, and reframed her role. Today, she feels energized again and proud of the work she contributes.

That’s why creating supportive spaces matters so much.

At Spark the Fire, we’ve built a grant writing community where professionals can share experiences, find encouragement, and access training. Whether you need strategies for managing workload, want to strengthen your grant writing skills, or just need a safe place to be heard, you don’t have to face burnout alone.

👉 Join Spark the Fire’s Community of Grant Writers and connect with others who understand both the challenges and joys of this work.

Together, we can do this work with more resilience, hope, and strength.

What strategies have you found helpful for managing burnout as a grant writer? Share your experiences in the comments—we’d love to learn from you. 

Impact Words that Win Grants

The difference between "We help people" and "We serve 300 families annually" isn't just word choice—it's the difference between getting funded and getting overlooked.

Impact language is about precision, not complexity. Sharper, not longer. But exceptional grant writing goes beyond clarity—it transforms how you present both your work and the people you serve.

The Foundation: Action Verbs

Action verbs create immediacy and energy in your writing. Instead of passive phrases like "assistance is provided" or "services are offered," use active language: "we deliver," "we connect," "participants achieve." Action verbs make your work sound immediate and results-focused.

Compare these examples:

• Passive: "Support is given to families"

• Active: "We support families"

• Action-focused: "Families build financial stability"

Notice how the progression moves from vague to specific to empowered.

The Next Level: Empowering Language

Empowering language positions program participants as the heroes of their own stories, not passive recipients of services. This approach recognizes people's inherent strengths, agency, and capacity for growth. Instead of describing what your organization does TO people, describe what people accomplish WITH your support.

Person-first language puts the person before their circumstances or characteristics. This means saying "adults experiencing homelessness" rather than "the homeless," or "young people ages 14-18" instead of "at-risk youth." Person-first language recognizes that circumstances don't define people—they're individuals with goals, dreams, and capabilities who happen to be navigating challenges.

Compare these approaches:

• Service-centered: "We provide financial literacy classes to low-income families"

• Person-centered: "Parents increase their savings and reduce debt through our financial coaching program"

The second version puts people first, uses empowering language about what they accomplish, and positions your organization as the supportive resource rather than the primary actor. This shift matters because funders increasingly want to see that organizations respect and recognize participants' agency and potential.

Here are 15 phrase upgrades that incorporate these principles and will make your next proposal more compelling and credible.

Problem Identification

1. Replace general populations with person-first, specific demographics

• Weak: "Many seniors struggle with isolation"

• Impact: "Over 2,000 adults ages 65+ in our county experience chronic isolation"

• Why it works: Person-first language with specific numbers and demographics

2. Replace "struggle with" with empowering, action-oriented language

• Weak: "Families struggle with food insecurity"

• Impact: "Families work to overcome irregular meals and nutritional gaps"

• Why it works: Acknowledges effort and resilience rather than depicting people as victims

3. Replace vague statistics with local, person-centered ratios

• Weak: "Homelessness is a growing problem"

• Impact: "1 in 8 students in our district seeks stable housing solutions"

• Why it works: Shows agency while making the issue immediate and local

4. Replace "there is a need" with community-voiced evidence

• Weak: "There is a need for mental health services"

• Impact: "Community members report a 6-month wait for counseling services"

• Why it works: Centers community voice rather than organizational assumption

Solution Positioning

5. Replace organization-centered language with participant achievements

• Weak: "We provide job training"

• Impact: "Participants achieve welding certification and connect to employers through our resources"

• Why it works: Participants are the heroes; your organization provides support

6. Replace "program" with participant-focused descriptions

• Weak: "Our youth program serves at-risk teens"

• Impact: "Young people ages 14-18 build leadership skills through mentorship partnerships"

• Why it works: Person-first language that focuses on growth, not deficits

7. Replace "we offer services" with what participants accomplish

• Weak: "We offer comprehensive support"

• Impact: "Participants navigate housing options, access benefits, and secure employment"

• Why it works: Shows people taking active steps toward their goals

8. Replace "we will implement" with participant-centered outcomes

• Weak: "We will implement evidence-based practices"

• Impact: "Participants benefit from the nationally recognized Housing First approach"

• Why it works: Centers the people who benefit rather than organizational actions

Outcome Description

9. Replace "will help" with measurable changes

• Weak: "The program will help participants succeed"

• Impact: "Participants increase their income by an average of 40%"

• Why it works: Reviewers see concrete return on investment

10. Replace "better outcomes" with quantified improvements

• Weak: "Students achieve better academic outcomes"

• Impact: "Students improve reading levels by 1.5 grades in 6 months"

• Why it works: Specific metrics demonstrate real progress

11. Replace future promises with past performance

• Weak: "We expect to reduce recidivism"

• Impact: "Our graduates show 15% lower re-arrest rates than county average"

• Why it works: Track record beats promises every time

12. Replace "positive impact" with specific participant transformations

• Weak: "Our work creates positive impact in the community"

• Impact: "Families transition from emergency shelter to permanent housing within 90 days"

• Why it works: Shows the human transformation and participant agency in achieving goals

Organizational Credibility

13. Replace "we believe" with "our experience shows"

• Weak: "We believe in community-centered approaches"

• Impact: "Our 15-year track record demonstrates that resident-led initiatives succeed"

• Why it works: Experience carries more weight than philosophy

14. Replace "we are committed to" with "we have successfully"

• Weak: "We are committed to serving diverse populations"

• Impact: "We have successfully served clients speaking 12 different languages"

• Why it works: Actions speak louder than intentions

15. Replace "we plan to" with current capacity

• Weak: "We plan to leverage community partnerships"

• Impact: "We currently collaborate with 15 local organizations"

• Why it works: Shows existing infrastructure rather than future hopes

Character Count Reality Check

You'll notice that many of the improved examples are slightly longer than the originals. That's okay—and often necessary. The goal isn't fewer words; it's more impactful words.

Person-first language and specific details naturally require more characters, but they're worth every keystroke. "Adults ages 55+ earn welding certifications" uses more characters than "seniors get job training," but it's infinitely more compelling to funders.

The real test: Does each additional word work hard? If you're adding empty phrases like "innovative and comprehensive" or "cutting-edge approach," cut them. But if you're adding specifics, demographics, or empowering language that shows participant agency, those extra characters earn their place.

Put It Into Practice

Ready to transform your next proposal? Pick 3 phrases from your current draft and upgrade them using the principles above. Focus on replacing weak verbs with action verbs, and vague statements with specific, measurable language.

For grant writers who want to go deeper, our Action Words for Grant Writing e-book provides 200+ carefully selected verbs organized by program type—from direct service to advocacy to capacity building. It's designed specifically for nonprofit professionals who want to transform their proposal language from ordinary to outstanding.

The difference between a funded proposal and a rejection often comes down to these small but crucial word choices. Start with these 15 phrases, and watch your proposals become more compelling, more credible, and more successful.

What Degree is Good for Grant Writing?

While there isn't a specific degree in grant writing, several academic paths can complement and enhance a career in this field. Having a strong academic background can help you win more grants, propel your career, and support causes that matter to you.

Whether you are new to grant writing or seeking to level up your skills, keep reading to learn what degrees can give you an edge.

The Importance of Writing Degrees

Strong writing skills are paramount; therefore, degrees focusing on writing are particularly beneficial.

Effective grant writing hinges on clear and compelling communication. A grant writer must be able to convey complex ideas in an organized, persuasive, and easy-to-understand manner. Strong writing is the foundation of successful grant proposals, helping organizations secure the funding they need to make an impact. Without clear writing, even the best programs and initiatives can go unnoticed by funders.

Unfortunately, many individuals have moved away from proper grammar and structured writing since their school days. The prevalence of brief emails, social media posts, and even modern news articles has shifted focus away from traditional paragraph construction. These trends have led to a decline in people's ability to craft well-organized and thoughtful pieces of writing. While concise writing is valuable, grant writing requires a balance between brevity and thoroughness, with clear and detailed explanations.

In my experience teaching grant writing certification courses, professional writers transitioning into grant writing often excel due to their strong writing backgrounds. Because they already have experience in structuring narratives, using correct grammar, and maintaining clarity, they only need to learn the nuances of grant writing rather than starting from scratch. These students quickly grasp how to tailor their writing to meet funders’ requirements, making them especially successful in this field.

Degrees Aligned with Specific Sectors

Although degrees in certain fields may not include a dedicated course on grant writing, they provide critical knowledge of how organizations function. A great grant writer isn’t just someone who can craft persuasive proposals; they must also understand the inner workings of the organizations they represent. A grant writer needs to explain an organization’s mission, financials, programs, and goals in a clear and compelling manner for funders. The better you understand the field you are writing for, the more effective you’ll be at communicating its needs and impact. Here are some degree options based on the types of organizations you may work with:

• Writing: Degrees in English, Communications, and Creative Writing provide strong foundations in effective writing, research, and critical thinking—essential skills for grant writing.

• Nonprofit Sector: A degree in Nonprofit Management provides insights into the unique challenges and operations of nonprofit organizations.

• Government Sector: A degree in Public Administration equips you with knowledge about governmental processes and public sector management.

• Tribal Organizations: A degree in Indigenous or Tribal Studies offers an understanding of the cultural and administrative aspects of tribal entities.

• For-Profit Sector: A Business Administration degree is beneficial for those looking to secure grants within the corporate world.

• Field-Specific Areas: If you're passionate about a particular cause, such as environmental conservation, social services, or education, obtaining a degree in Environmental Studies, Social Work, or Education respectively will establish you as a subject matter expert.

For those who are already experienced grant writers but want to level up their skills, pursuing an advanced degree or specialized training in fields such as nonprofit management, public administration, or business administration can provide deeper insights into organizational strategy, financial management, and fundraising. Advanced education can help grant writers move into leadership positions, expand their consulting businesses, or increase their effectiveness in securing funding for large-scale initiatives.

Notable Academic Programs

If you’re looking to pursue a degree that aligns with grant writing, choosing a reputable university with a strong program in your field of interest is key. Below are some of the highest-rated schools for each relevant degree path:

• Writing

• University of Iowa – Bachelor of Fine Arts in Creative Writing

• Columbia University – Master of Fine Arts in Writing

• Johns Hopkins University – Master of Arts in Writing

• Harvard University – Bachelor of Arts in English

• University of Southern California – Bachelor of Arts in Communications

• Nonprofit Management

• Indiana University–Purdue University Indianapolis – Master of Public Affairs with a concentration in Nonprofit Management

• University of Southern California – Master of Nonprofit Leadership and Management

• Harvard University – Nonprofit Leadership Executive Program

• Public Administration

• Syracuse University – Master of Public Administration

• University of Georgia – Master of Public Administration

• University of Southern California – Master of Public Administration

• Indigenous or Tribal Studies

• University of Arizona – Indigenous Governance Program

• University of British Columbia – First Nations and Indigenous Studies

• University of Oklahoma – Native American Studies

• Evergreen College Native American and Indigenous Studies

• Business Administration

• University of Pennsylvania (Wharton) – Master of Business Administration

• Stanford University – Master of Business Administration

• Massachusetts Institute of Technology (Sloan) – Master of Business Administration

• Field-Specific Degrees

• Environmental Studies – Yale University, Stanford University, University of California, Berkeley

• Social Work – University of Michigan, Washington University in St. Louis, Columbia University

• Education – Harvard University, Stanford University, University of California, Los Angeles

Whatever degree you choose, be sure to combine it with an accredited certificate in grant writing through a reputable provider like Spark the Fire. A grant writing certification course is vital because it provides hands-on experience, practical skills, and insight into the grant writing process that most degree programs do not cover in-depth. The best certification programs include actually writing a grant proposal and receiving individualized feedback on your writing, ensuring you gain the skills necessary to succeed in real-world scenarios.

Learn more about certifications for grant writing and what it is like to be a grant writer in our blog.

Has your degree been useful for grant writing? Is there a different degree you wish you had pursued? Let us know in the comments!