Trusts and Foundations: How to write a winning application

One of the most common fundraising mistakes is rushing straight into an application. Layla encouraged charities to spend time preparing before writing a single word. This means understanding your organisation’s mission, vision, objectives and current priorities, as well as being clear about exactly what funding is needed and why.

Fundraisers should be able to answer a series of basic questions:

• Who are we?
• What do we do?
• Who do we support?
• Why does our work matter?
• How do we deliver it?
• How do we know it works?

If those questions can be answered clearly and confidently, the writing process becomes significantly easier.

Understand What Funders Want to Know

Many applications focus heavily on the charity’s needs. However, successful applications are written from the funder’s perspective.

Funders want reassurance that:

• There is a genuine need for the project
• The organisation is credible and well managed
• The project is achievable
• Risks have been considered
• The budget is realistic
• Impact can be measured
• The work is sustainable

Helen Gray highlighted that applications do not need to be perfect, but they do need to clearly explain the difference funding will make. Funders are looking for confidence, clarity and evidence.

Tell a Story, Not Just a Project Plan

A recurring theme throughout the webinar was the importance of storytelling.

Many organisations explain what they do, but fewer successfully communicate why it matters.

Funders need to understand:

• The problem that exists
• Who is affected
• Why the issue matters now
• How your organisation fills the gap
• What change will happen as a result

Layla encouraged attendees to assume the reader knows nothing about the issue and take them on a journey.

The strongest applications combine evidence and emotion, helping funders understand both the scale of the problem and the human impact behind the statistics.

Demonstrate Need With Evidence

Funders rarely support projects simply because an organisation says there is a problem.

They want evidence.

This might include:

• Local statistics
• Research findings
• Waiting list data
• Community surveys
• Beneficiary feedback
• Case studies

The aim is to clearly demonstrate why the project is necessary and why action is needed now.

Evidence gives credibility to your arguments and strengthens your case for support.

Learn the Language of Funders

Understanding fundraising terminology helps charities communicate more effectively.

Outputs

Outputs are the activities delivered. Examples include:

• Workshops delivered
• People supported
• Sessions completed

Outcomes

Outcomes are the immediate changes experienced by participants. Examples include:

• Improved confidence
• Better wellbeing
• Increased knowledge

Impact

Impact is the longer-term change created by those outcomes. Examples include:

• Stronger communities
• Improved life chances
• Reduced social isolation

Funders increasingly want to understand all three.

Don’t Ignore Sustainability

One of the most common questions funders ask is:

What happens next?

Even if your project requires immediate support, funders want reassurance that you’ve thought about the future.

This could include:

• Future fundraising plans
• Other funding prospects
• Partnership working
• Income generation opportunities
• Long-term organisational plans

You do not need all the answers, but demonstrating forward thinking helps build confidence.

Talk About Core Costs With Confidence

Core costs remain a challenge for many organisations. Too often, charities feel uncomfortable discussing overheads, management costs or organisational infrastructure.

Core costs are not separate from impact. They enable impact.

Without systems, staff, premises, insurance and organisational support, projects cannot be delivered successfully. Rather than avoiding the conversation, charities should be prepared to explain why these costs are essential to making a difference.

Make Monitoring and Evaluation Part of the Plan

Funders increasingly expect organisations to demonstrate the difference their funding creates.

This means charities need clear plans for:

• Gathering evidence
• Measuring outcomes
• Collecting feedback
• Reporting impact

Importantly, these systems should be considered before the project begins. It’s much easier to collect meaningful data from the start than to try and recreate it at the reporting stage.

Common Application Mistakes

The webinar identified several mistakes that regularly weaken applications:

• Ignoring eligibility criteria
• Failing to research the funder
• Using outdated information
• Overusing jargon and acronyms
• Submitting unrealistic budgets
• Missing key evidence
• Copying and pasting content without adapting it
• Failing to explain impact clearly

Many of these issues are avoidable with careful planning and review.

Why Relationships Still Matter

Although many trusts and foundations operate formal processes, relationships remain important. Building trust can involve:

• Attending events
• Following funder updates
• Seeking feedback where appropriate
• Maintaining communication after grants
• Delivering high-quality reporting

Funders want to see charities as reliable partners rather than one-off applicants. Strong stewardship can support future applications and long-term funding relationships.

Final Thoughts

Successful trust and foundation fundraising is about far more than completing an application form. The strongest proposals are built on preparation, clear evidence, compelling storytelling and a genuine understanding of what funders need to know.

Above all, charities should remember that funders are ultimately looking for organisations that can demonstrate real need, credible solutions and meaningful impact. By taking time to prepare, focusing on outcomes and writing from the funder’s perspective, charities can significantly improve their chances of success in an increasingly competitive funding environment.