ARTICLE
Grant Success Isn’t Guaranteed—Even With a Great Proposal
Topics -
Updated - 07/08/2025
Too often, nonprofit leaders view a grant as a guaranteed win when everything seems to align. But seasoned grant writers know better. This blog breaks down what’s in our control, what’s not, and how to communicate the unpredictability of grants with confidence and clarity.
“Our mission perfectly aligns with the funder’s priorities, the program officer invited a proposal, our program is rock solid, and we have an amazing grant writer in place. This grant is a sure thing!”
How many grant writers have heard this, or a variation of this, from well-meaning leaders new to grants and eager for what they see as easy money?
As grant writers, we know it’s not that simple. When approaching any new funder, it’s imperative to acknowledge that a wide array of factors can significantly impact the success of each proposal, particularly now, when philanthropy is experiencing significant disruption and change. These include factors we can control, factors we cannot control but may influence, and factors outside our control.
What grant writers can control
When it comes to crafting competitive proposals, some factors are within our control—and by focusing on them, we can better position our nonprofit to secure funding and sustain its programs. These factors include:
- Approaching funders whose stated priorities align with the nonprofit’s mission
- Creating a compelling case, including relevant and accurate content, adherence to word limitations, alignment to funder priorities, proper grammar/spelling, and appropriate tone
- Submitting required documents when available, such as financials, proof of tax-exempt status, and the most recent form 990
- Adhering to deadlines
What we cannot control – but may influence
As grant writers, part of our role is to speak up when we notice issues that—though possibly outside our control—could be addressed to improve the organization’s chances of securing funding. These include:
- Weaknesses in the nonprofit’s programming, such as lack of community involvement, weak evaluation methods, or an inability to demonstrate program effectiveness
- Insufficient diversity among the board and/or staff
- Incomplete or unclear financial documentation, or the inability to provide requested financial documents
- A significant surplus, which may raise questions about the need for additional funding
- Cultivation of the relationship, if the funder is open to outreach
What’s entirely out of our hands
It’s easy to feel overwhelmed by the grant writing factors beyond our control but acknowledging them is essential to fully understanding what influences funding decisions. To help process and communicate these realities, this non-exhaustive list is grouped into common themes:
Funder limitations
- The amount of funding available from any given funder
- The total number of applications submitted compared to the number of awards made (intense competition)
- An award made for less than the full amount requested
- The types of requests a funder is willing to accept (e.g., general operating, project, program, or capital requests)
- The funder only allows one open grant at a time but changes its cycle timing so that the nonprofit cannot prove funds from a previous grant were spent prior to the next cycle deadline
Shifting conditions & priorities
- Economic conditions, which can reduce the amount of funding available and/or shift funder priorities
- Shifts in funding trends (i.e. towards or away from certain causes)
- Significant changes in the federal funding landscape, which has a ripple effect on private philanthropy and competition
- Funder priorities that are different than those explicitly stated, or are interpreted differently internally
- Pre-existing commitments the funder has quietly made to other nonprofits, leaving little or nothing left for new grantees
- Shifts in the funder’s demographic or geographic priorities
- The funder chooses to make just one major gift to another nonprofit running a capital campaign
Human factors & internal politics
- Perceived high cost of nonprofit programming vs. the number of individuals served
- Funder perceptions that the nonprofit is already well-funded or successful in fundraising
- Other organizations are seen as addressing more urgent needs
- The funder believes the nonprofit is either “too big,” or “too small”
- The program officer invites a proposal (and in some cases make a recommendation to the trustees), but the trustees decline to make a grant
- A funder’s willingness to and/or policy on taking meetings with potential or existing grantees
- Past interpersonal disagreements between a funder employee/trustee and a nonprofit employee/board member
Grounding the work: Focus, educate, and manage expectations
While it’s tempting to believe a strong program, aligned mission, and polished proposal guarantee funding, experienced grant writers know better. The grant landscape is complex, influenced by many variables well beyond our control. That’s why it’s essential to focus on what can be controlled: strategic alignment, quality writing, complete supporting documentation, and timely submission. By channeling energy into these factors, we maximize our chances for success—even when the final decision lies elsewhere. This mindset not only grounds our work in realism but empowers us to show up with excellence, regardless of the outcome.
As grant professionals, we also have a responsibility to educate colleagues and leadership about the many elements that impact funding decisions—well beyond the quality of the proposal itself. Too often, grants are perceived as easy money or a guaranteed revenue stream, especially when a funder expresses interest or there is strong programmatic alignment. It’s up to us to bring clarity and context, helping internal stakeholders understand the nuances of funder decision-making, the unpredictable nature of grant cycles, and the external factors that can derail even the strongest application. By doing so, we not only manage expectations but also build a culture that values strategic planning, continuous improvement, and resilience in the face of uncertainty.
Tips for communicating uncertainty in grant writing
One of the most important roles grant writers play is helping colleagues and leadership understand the unpredictable nature of the grant landscape. These tips offer practical ways to communicate uncertainty while reinforcing a strategic and proactive mindset.
- Use data and examples to ground expectations – When explaining why a “sure thing” grant may not be guaranteed, back it up with real-world examples or statistics. For instance, you might say, “Even with 100% alignment and a personal invitation to apply, some sources put the average win rate at 10%.” Data builds credibility and helps others see that it’s not just a hunch—it’s reality.
- Shift the conversation from guarantees to strategy – Reframe the narrative from “Will we get this grant?” to “Are we doing everything within our control to make this proposal as strong as possible?” This keeps the focus on the team’s strengths and efforts and reinforces that excellence—not outcome—is the benchmark.
- Normalize the uncertainty and focus on the long game – Help leadership understand that rejections are a normal part of grant seeking. Emphasize that cultivating relationships, submitting high-quality proposals, and learning from feedback are all wins—even if funding doesn’t come through right away. The goal is to build momentum, not just land a single grant.
Grants can be powerful tools for funding impact—but only when approached strategically, realistically, and with a long-game mindset. By focusing on what’s within our control and helping others understand the full picture, we build not just better proposals, but stronger, more resilient organizations.
See How Bloomerang Can Have a Bigger Impact on Your Mission!
Comments