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In the world of grant proposals, the budget comprises as little as 5% or as much as 20% of the points you’ll be awarded in the federal review process. Yet, for many, preparing the budget and budget justification is the most troublesome and time-consuming part of the proposal development process.

When auditors assess your handling of grant funds, they’re not looking to ding you at every possible point with negative findings. Their job is to provide an official opinion about your financial statements that is unqualified, qualified, or disclaimed. An unqualified opinion means that your financial statements are free of material error and may be relied upon.

Yes, really. It’s an old notion that’s run its course and that was never right in the first place. Time moves on, and in the best of circumstances people wise up. There’s a movement stirring, a new wind blowing. It’s a revolution that calls out to each and every person working in the field of grants, pushing them to wake up or to speak up, and to contribute their energy to move the work forward in the right direction.

This is a preview from our latest Grant Management series article, Model Purchasing Policies and Procedures: A Guide for Nonprofits, Governments, and Tribal Organizations, available for purchase here. Preface I. Introduction Welcome to Model Purchasing Policies and Procedures: A Guide for Nonprofits, Governments, and Tribal Organizations. It has been more than 30 years since any organization has issued something substantially new concerning procurement for use by governments and nonprofit organizations. The question is why now? There are four reasons.

Strong grant proposals use relevant data to support the request for funding. You can spot an experienced grantseeker by how artfully they use data. The successful grant professionals I know are obsessed with data.

Effective programs are more than well designed and more than appropriately funded―they’re culturally competent. Truly effective programs are planned and operated with a high-level of respect for and sensitivity to the groups they’re intended to benefit.

Diapers to diplomas. That’s the unofficial mantra of Los Angeles Education Partnership (LAEP). Project Grantsmanship alum and Director of Development & Evaluation, Jennie Rosenbaum, is an advocate for students. She bridges the gap between nonprofits and schools: Nonprofits in education & youth development need schools and schools need the support of nonprofits, but these two groups don’t always work in alignment. With differing needs and visions, it can help to have a person who can straddle both camps.

Grantmakers are amazingly consistent in their definition of “capacity-building,” but grantseekers are often unsure of what fits into that category. Capacity-building grants are not about expanding an organization’s services, adding a new program, or renovating a building. They are about strengthening an organization’s infrastructure, management, and governance.

What does the term Social Enterprise remind you of? For me, I immediately go to Star Trek and the Starship Enterprise. But our Social Enterprise trainer and consultant, Rolfe Larson assures us that the term Social Enterprise has nothing to do with Star Trek.

Developing winning grant proposals requires a deep understanding of your organization. You’ve got to understand the organization’s capacity, expertise, and place in the community. You must be able to provide a concise, thorough overview of the organization, highlighting its fit with the proposed program.