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There’s no need to tell any grant professional about these uneasy times. Shifting political landscapes, drastically reduced federal funding, and changing philanthropic priorities mean the stakes have never been higher for grant-seeking nonprofits.
Understandably, many leaders operate from a scarcity mindset. Executive directors forward RFPs due in days, sometimes without a single program in mind to support. With tight budgets, payroll to make and programs to run, saying “no” to an opportunity seems wrong in 2026.
And yet, sometimes that’s the best move to make. It’s responsible to say no if an opportunity requires too staff capacity on too short of notice. It’s responsible to say no when a program must be finagled out of thin air to align with the funding opportunity.
Even if it’s a “no” right now, the goal is to position your organization to be ready for short notice grants if they make sense for your organization. Here are a few thoughts on this:
- Have a clear sense of which projects to fund.
It would be great if only all grants were of the prized “General Operating” variety. Alas, you’re more likely to come across project-specific grants. This isn’t a problem when there’s a clear sense of all your organization’s existing programs, the ones most in need of funding, and the ones versatile enough to broadly apply to multiple grant priorities.
For example, maybe your nonprofit runs a food pantry that also has a youth training component, or an out-of-school education program with an emphasis on integrating visual art. Know which programs can be framed for multiple opportunities, and how to do so accordingly.
- Resource mapping is an effective tool, too.
As foundations get more selective about open requests for proposals (if they have any at all), 1:1 connections will become increasingly important. Every nonprofit should take time to assess connections that board members and staff may have to resources. Maybe a program director participated in some professional development sessions with a foundation officer. Or, maybe they enjoyed a fruitful conversation at a conference. Maybe someone’s in-law knows someone. You never know.
When you actively prospect for grants throughout the year, there’s less pressure to frantically apply for each opportunity that comes your way. Put together a prospect list if your organization doesn’t already have one. Identify the funders that align best with your org’s mission and add each foundation’s program officers and board members to the list. Circulate this document or spreadsheet with the board and staff at your nonprofit and ask folks to scan for any familiar names.
- Take stock of busy and slow periods.
If September is already a packed month for grant submissions, it makes sense to forgo last-minute opportunities that month. Perhaps February is a quieter grant period. Plan for slower months to lean into those last-minute applications, provided that you have a good sense of which opportunities align.
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Ola Faleti, GPC, is principal of Spare Jar Consulting in Chicago. A grant professional for the past decade, Faleti has also served as a grantmaker and panelist for several entities, including Ingenuity, the Chicago Department of Cultural Affairs and Special Events (DCASE), and the Poetry Foundation. Contact her at www.sparejarconsulting.com
