Jim Eskin, Mary Yearwood on Winning Grants In 2025

Jim Eskin, Mary Yearwood on Winning Grants In 2025 is an eye-opening conversation between fundraising veteran Jim Eskin and grants expert Mary Yearwood. This is a must-read for nonprofit leaders navigating a rapidly changing funding landscape. With federal dollars tightening and private grants more competitive than ever, they tackle what’s working now in grantsmanship, how to avoid costly mistakes, and how to pivot with strategy and confidence. Mary—whose firm has secured over $125 million in grants—shares practical, insider insights on everything from avoiding “trigger words” in federal proposals to building real relationships with foundation funders. Whether you’re just starting or looking to sharpen your edge, this article delivers bold truths, smart tactics, and a fresh perspective you won’t want to miss.

Strong grantsmanship has long been a foundational building block of successful resource development programs. To be sure, it requires a lot of effort and both working hard and working smart.

In today’s world facing non-profit leaders with clouds of uncertainty looming over government funding and the fiercely competitive environment for private grants, the task at hand has probably never been so challenging for organizations of all sizes, missions, and parts of the country.

Since launching Eskin Fundraising Training in 2018 we’ve enjoyed leading learning communities — both in-person and virtual — for more than 250 audiences. An essential part of our approach is assembling men and women with a wide range of experience, expertise and insights related to challenges and opportunities in the advancement arena. We like to consider them friends with Superpowers. To be candid, they know so much that I don’t.

The newest addition to our Non-Profit Justice League is Mary Yearwood, Founder of Benevolence Tribe Consulting. She consistently delivers high-impact, positive results in all phases of grant development, from research and strategic planning to the masterful crafting of compelling case statements and applications, as well as thoughtful evaluation, all to empower non-profits to meet and exceed ambitious goals. As a high-performing grants professional, her firm has successfully secured over $125 million in grant funding and over $300 million in government contracts. The success rate of submissions to funding is a resounding 47%. Available on a hybrid basis, she delivers value, truth-telling, and results to non-profits of all different sizes, missions, and parts of the country.

We just sat down to have a fascinating discussion about the State of Grantsmanship in 2025. Her responses to our series of timely questions are so revealing that we wanted to make sure we share them with our learning community of professional and volunteer non-profit leaders.

Question No. 1:

We are hearing so much about the drying up of federal grant money, especially causes related to diversity, equity, and inclusion. Can you help us understand what federal money is still available to non-profits, and what isn’t?

Federal grant money is disappearing in some fields, but opportunities are still available. For instance, we have noticed that the DOJ, USDA, and Department of State regularly issue grant opportunities, and the Department of Education (ED) has also issued several opportunities for charter schools. We have developed NIH and NSF proposals this year, so those opportunities are still available as well.

Regarding DEI, there have been funding cuts. When responding to new funding, organizations should avoid using trigger words that may draw a critical eye and potentially lead to their applications being disqualified. These will vary based on the specific federal agency and the priorities outlined in the Request for Proposal (RFP). We can help you determine the right language and edit out those trigger words.

Question No. 2:

What advice do you have for non-profits to pivot from federal sources to private grants?

Pivoting from federal to private grants requires a strategic approach. There are several strategies here: the first is to research opportunities thoroughly. (See question four for more about that!)

Another strategy is to network. Reach out to foundations, make connections, see if your program fits, and ask questions. The more a funder hears your organization’s name, the more beneficial it is to you. Then, hopefully, when your grant application crosses their desk, they will have that name recognition. Name recognition means a lot when you have hundreds of applications to sift through.

Also, you want to tailor your proposals to that funder’s priorities carefully. Don’t change your programs mission. It’s best to avoid the trap of mission creep. However, emphasize the aspects of your programming that align with the foundation’s preferred areas of funding.

Question 3:

What are the primary differences in applying for government grants and grants from private foundations?

Federal grants are more formal, but with private foundations, you can use more of a prose style. Utilize rhetorical devices such as ethos, logos, and pathos to convey your organization’s story effectively. Storytelling can be a great way to highlight impact. Federal grants are more data- and metric-driven, so their strict guidelines don’t allow for that narrative style.

Federal grants are also scored by a team of evaluators who use a standard rubric. Private grants are evaluated more subjectively. Relationships matter, and reporting requirements are usually less intense with private foundations.

In 2024, around $300 billion in federal funds were allocated to non-profits, whereas foundations contributed $103.53 billion, or about 19% of total private philanthropy’s $557 billion.

Question 4:

How can non-profits research which funders are a good fit for them?

Go to Foundation Directory, GrantStation, or Instrumental, and research grant prospects. Explore funders’ 990s and see what organizations and programs they have funded before and in what amounts. Look for patterns. Find funders that are the right fit for your organization, your geography, your program or project, and the dollar amount you need. Most grant research software will offer a free trial period.

Question 5:

How can a non-profit determine if its project is genuinely distinctive and stands out from all the other good causes?

You should always be researching your competition. A non-profit is a business, just like any other; it just has a different tax classification. You always want to know that your business is offering something that others don’t.

Look up other organizations that do similar work, join professional associations in your field, and when you conduct grant research, visit the websites of the funded organizations. Check out their programs to see what they’re doing.

Partner with local universities, recruit volunteers, and involve new board members (with term limits) so you have a regular influx of fresh faces and new ideas. Know your impact data (actual outcomes, not just numbers served) and analyze your role in the field to ensure you are genuinely making a difference, not just adding to the static.

Question 6:

During the pandemic, many large foundations became more open to making unrestricted grants and grants addressing general operations. Do you see this trend continuing?

We foresee the trend of making unrestricted grants continuing, and trust-based philanthropy is becoming more popular.

However, we recently heard that Bill Gates plans to wind down his foundation sooner than expected, and some other foundations, such as Kendeda, have already come to an end. I think this is because donor advised funds (DAFs) are more popular and offer greater tax advantages for investors.

We can only hope that unrestricted funding and trust-based philanthropy will continue to catch on in the field. In the meantime, we encourage organizations to diversify their own funding portfolios by creating comprehensive fundraising plans and not relying solely on grant funding.

Question 7:

How much of an institutional commitment should a non-profit show to a project through direct and indirect resources for its grant application to receive priority consideration? And what advice do you have for non-profits to establish stretch yet realistic benchmarks and measures of effectiveness?

Organizations should demonstrate that they can complete the project for which they are applying for funding. They need to present evidence of success in similar projects, provide metrics of achievement for the proposed project, and outline other available funding resources. Institutions should be contributing enough of their own funds to the project so that they have something to lose. Grant applicants should demonstrate capacity by raising matching funds, in-kind gifts, or applying for other funding.

To create realistic benchmarks, use business forecasting models. Don’t just use last year’s metrics. Look at the first quarter of last year and forecast the first quarter of next year accordingly. Keep in mind any economic predictions, political events, and even weather (something like a solar eclipse can make a difference in event attendance, for instance). Then, use all that data to make an informed decision on what your benchmarks should be. You want them to be ambitious but within reach, and if they are lower than last year’s outcomes, justify why.

Question 8:

When working with individual philanthropists, the emphasis is on cultivating strong relationships. How is it possible to cultivate relationships with foundation funders?

You can make a connection by asking for assistance. You can do this by phone, e-mail, or even social media! Introduce yourself, briefly discuss your organization or program, and ask if they think you would be a good fit. Or ask for help with a submission. Just get to know them a little bit.

If you happen to be local, consider attending events where foundation employees will be in attendance. We’ve had the pleasure of attending numerous wonderful virtual educational events that offer great networking opportunities!

Question 9:

What are your suggestions on non-profits showing sustainability for a project once the requested funding runs out?

Most organizations respond to this question by stating that they are ramping up their development efforts and seeking funding elsewhere. My advice is to plan ahead. Think about the ramifications of having to let team members go when grant funding runs out, of having to turn clients away when the money is gone and your program ends.

Don’t start a new project or program without having some funding basis and a contingency plan. This also shows funders you take your program seriously and are committed to making it happen.

Question 10:

What should a non-profit look for in adding a high-performing grant writer to its staff? And what should a non-profit look for in retaining a high-performing grant consultant?

You want a grant writer who knows what it means to be grant ready, effective metrics, and how to budget. A good grant writer can advise you on how to plan the best grant strategy for your organization’s needs. Yes, they should be good writers and excellent storytellers, but a high performer recognizes if a grant opportunity is worth the time, effort, and money it costs to apply.

When looking for a top-notch grant consultant, look for someone with a lot of experience in different fields. Consultants who stay current with industry trends and continue their professional development are better equipped to achieve the best outcomes. To retain a great grant writer, pay them what they are worth and honor their professionalism.

Roughly 30% of U.S. non-profits filing an IRS Form 990 report receiving grants funding from the government. This translates to over 100,000 non-profits being awarded a total of $303 billion annually.

While 30% of U.S. non-profits receive government grants, 55% of organizations with budgets above $5 million receive at least one government grant. This is consistent with previous research that has found that large non-profits are more likely to have the capacity to go through the arduous and lengthy government grant application process.

The level of dependence on government grants isn’t uniform across non-profit subsectors. Organizations in the human services, international foreign affairs, and public benefit sectors are most likely to rely heavily on government grants to execute their work. The human services subsector, which encompasses numerous direct service organizations, is particularly vulnerable, with 40% of government grantees reporting that these grants comprise their primary source of revenue.

Non-profits are no strangers to adversity. Unexpected economic, political, and international shifts, as well as acts of God, can dramatically alter the philanthropic landscape. But this much is abundantly clear: Societal needs aren’t going away; if anything, they’re escalating. By heeding the advice and counsel of experts like Mary Yearwood, non-profits can best understand the forces behind these changes, formulate new strategies and tactics, and continue to play robust leadership roles in championing noble missions that touch, improve, and save our lives, especially helping those who are struggling.

Jim Eskin, Mary Yearwood on Winning Grants In 2025 was first posted at INSIDE CHARITY

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Mary Yearwood has successfully dedicated her career to non-profit development and leadership. She consistently delivers high-impact positive results through the establishment and achievement of strategic fundraising, grants, major gifts, and individual donation goals. She is skilled in all aspects of frontline fundraising to a diverse array of audiences. She also develops and guides organizations and teams through effective management, full regulatory compliance, and the growth of programs, offerings, and key objectives. As a high-performing grants professional, her firm has successfully secured over $125 million in grant funding and over $300 million in government contracts. The success rate of submissions to funding is a resounding 47%.

Benevolence Tribe Consulting: www.linkedin.com/in/marydeanyearwood/

Mary Yearwood, CFRE
Founder