How to Write a Strong Proposal

[AI-assisted for speed.]

A Proposal Is a Summary, Not a Pitch

The word “proposal” is a misnomer. It suggests that this document is the moment you propose something. In reality, a proposal is the last place to introduce new ideas. A proposal is a summary of a conversation that has already taken place—a written reflection of the alignment, shaping, and framing that happened through dialogue, drafts, and iteration. If you’re proposing something brand new in a proposal, you’ve already lost the plot.

New detail? Yes. Specificity? Yes. Refinement? Absolutely. But the core scope and strategic direction should already be understood. The earlier stages—concept notes, informal conversations, discovery calls—do that work. (A separate companion post will cover how proposals evolve from concept notes.)

The Architecture is the Argument

A well-structured proposal doesn’t just describe the work. It makes the case. It shows a real theory of change. And it creates confidence that the team can deliver.

Most proposals fail because they drift. The pieces don’t connect. The reader has to work too hard to figure out what’s being proposed, why it matters, or where it’s going. There might be good ideas and strong intentions, but without structure, the argument doesn’t land

A good proposal solves that problem with rhythm, clarity, and strategic architecture. It gives away the whole plan up front, then guides the reader through deepening cycles of detail and alignment. It has an arc—a forward-moving structure. But it also loops: each section expands on a different facet of the plan and then reconnects to the core thesis.

There is No Such Thing as Boilerplate

Every proposal is bespoke. You can remix and reuse fragments, but you should never submit the same document twice—and certainly never without retelling the story through the lens of the specific funder, moment, and match. The framing, the sequence, and the alignment all have to be tailored every time. A good proposal emerges from the specific nature of the moment, the opportunity, the context, and the match between the work and the reader.

The Proposal Centers the Work, Not You

In a good proposal, the main character is the work—not the organization. The reader is not an outside observer or potential ally. They are an already included participant. The writing should reflect that. The proposal should feel like a shared frame for shared action, not a pitch made at a distance. A pitch often feels performative, like something staged for approval. A strong proposal, by contrast, assumes shared authorship. It speaks from inside the work, not at it.

The Framework

This guide lays out how to build that structure. It covers the overall shape, the specific function of each section, and the language that carries it. It offers frameworks—not sample text, but structured prompts—so you can build proposals that are clear, strategic, and fundable.

Before you draft anything, make sure your strategy is solid. This post lays out how to create the core of the work: the 1-2-3.

The structure includes seven core sections: the General Idea, Why This Matters, What We’re Going to Do, What Will Result, Where It Will Lead, What It Will Take, and The Team. Each one plays a distinct role in reinforcing the proposal’s central thesis.

Once you’ve read this guide this template will make more sense.

1. The General Idea

Purpose: Introduce the entire proposal. Name the work. Surface the strategy. Give away the whole story up front.

This is the scaffolding. It’s not a teaser or summary. It’s the clearest articulation of what the work is, why it matters, and what it will take. The reader should understand the entire plan from this section alone.

Structure:

• A short paragraph naming the work and the field it operates in.
• A paragraph establishing urgency and alignment—between the problem, the opportunity, and the specific parties involved (the team and the funder)
• A clear articulation of the 1-2-3—the strategic backbone of the proposal
• A final paragraph creating momentum: this is the moment to act, and this is the work to do

Prompt: We are [building/launching/advancing] a [clear and specific intervention] that addresses [systemic condition or opportunity] by [strategic approach]. With an investment of [amount], we will:

1. [First move, lever, or structural change];
2. [Second strategic component]; and
3. [Third element that completes the system].

Tips: This section must be specific, bold, and grounded. Avoid soft claims or vague language—like “supporting innovation,” “driving change,” or “advancing equity”—without saying what exactly you are doing, how, and with whom. Clarity is power.

2. Why This Matters

Purpose: Establish the urgency, relevance, and stakes of the work.

This is the section where you ground the proposal in real-world conditions. It shows you understand the terrain. It connects systemic forces to lived experience. And it positions the work as timely and necessary.

Structure:

• A paragraph framing the historical or systemic context
• A paragraph naming what people are experiencing now—disconnection, overload, vulnerability, etc.
• A bullet list of pressure points or converging trends, organized by the 1-2-3
• A closing paragraph that returns to the General Idea: given all this, the work described above is both urgent and possible

Tips: Use statistics to demonstrate that you’ve done your homework—but not to carry the argument. Data can show scope, scale, or trend, but it rarely creates emotional or strategic urgency on its own. Avoid vague or overused terminology unless clearly defined and strategically necessary.

3. What We’re Going to Do

Purpose: Present the plan. Make it real.

This is the implementation section. The work of the 1-2-3 becomes tangible here. The reader should come away with a strong sense of how the plan unfolds—not in granular detail, but in clear, strategic moves.

Structure:

• A short paragraph introducing the strategic approach
• Three subsections, one per 1-2-3 component. Each includes:
  • Key activities and methods
  • Tools or models being deployed
  • Partnerships or constituencies engaged
• A closing paragraph that zooms in: Where do we start? What’s first? What’s already underway?

Prompt: Under [first component of the 1-2-3], we will [main action]. We will work with [who], using [methods, tools, frameworks] to [clear objective].

Tips: Avoid passive phrasing like “we hope to” or “we plan to.” Use verbs of action and delivery.

4. What Will Result

Purpose: Translate the work into outputs, outcomes, and real-world shifts.

This section answers the question: What difference will this make? You’re naming tangible deliverables, near-term changes, and broader consequences.

Structure:

• A short framing paragraph about how change will show up
• A bullet list of outputs and outcomes, organized by the 1-2-3
• A closing paragraph with one sentence about what success will feel like or unlock

Tips: Be specific, but don’t overpromise. Use outcome language that matches the work—behavioral, narrative, structural, institutional. Track the logic of your plan: outcomes should clearly stem from the work described earlier

5. Where It Will Lead

Purpose: Open the future. Show the trajectory. Set up the renewal.

This section elevates the proposal beyond the grant period. It shows how this work seeds future impact, shapes fields, or opens up new possibilities. Its deeper function is to subtly tee up the next phase of investment.

Structure:

• A paragraph naming the larger vision this work is part of
• A paragraph on what this work will make possible next
• A short bullet list of long-term implications (still anchored in the 1-2-3)
• A final sentence with lift: a glimpse of the world this work helps bring closer

Prompt: Over time, this work will [shift/influence/build] [broader field or system]. It lays the groundwork for [next phase, adoption, spread, policy, alignment]. It also strengthens [movement/field/infrastructure] by [specific consequence].

Tips: Avoid vague futurism. Keep the frame wide, but the logic tight.

6. What It Will Take

Purpose: Frame the investment. Summarize the budget. Connect strategy to resources.

This is not the full budget. This section is a strategic highlight of a separate, detailed budget document. The goal here is to demonstrate proportionality, coherence, and alignment with the 1-2-3.

Structure:

• A short paragraph summarizing the overall investment
• A table organized by the 1-2-3, showing how resources align with strategy
• A final paragraph naming that the detailed budget is available elsewhere, and reinforcing the value of the investment

Tips: Always frame this as an investment or commitment, never a cost or expense. Avoid itemizing by category (“admin,” “travel”). Instead, show how each strategic component will be resourced. This section should project confidence, not defensiveness

A future companion post will explain why large, comprehensive budgets are more effective, defensible, and useful than abbreviated ones.

7. The Team

Purpose: Show why this group can do the work.

This section demonstrates alignment between the people and the plan. Bios should reflect competence and connection to specific parts of the 1-2-3. If you include any “about us” information about the organization, this is where it goes—not at the beginning.

Structure:

• A framing paragraph about the team’s collective approach or experience
• Short bios for each core contributor (2–5 sentences each), indicating their specific role and strategic contribution
• Optional: additional advisors, coalition partners, or fiscal hosts
• A closing sentence reconnecting the team to the proposal’s vision

Tips: Make the bios do double duty: showcase expertise and anchor each person in the strategy. Avoid institutional puffery—focus on what they do and why it matters

Tone, Language, and Style

A strong proposal is written with discipline, seriousness, and clarity. The tone reflects the strategic nature of the work, the competence of the team, and the reader’s intelligence.

This is not marketing copy. It’s not a brochure. It should not sound breezy, poetic, or transactional. It should be confident, rigorous, and fluent in the language of power, systems, and possibility.

Key Attributes:

• Written in the future tense
• Uses clear, declarative sentences
• Avoids mission-drift jargon or philanthropic fluff
• Describes work, not identity; strategy, not sentiment
• Positions the reader as a co-actor, not a supporter
• Frames the organization as part of a larger system, not as the protagonist
• Uses verbs that imply execution: build, shift, deploy, anchor, equip
• Avoids filler like “we are committed to,” “we aim to,” or “we believe in”
• Describes funding as investment and alignment, not charity or benevolence
• Treats the proposal as a strategic document, not a sales pitch

Example Revision:

Weak: We are a leading organization committed to equity and innovation, with a long track record of cross-sector collaboration.

Stronger: Our team led the multi-city rollout of [specific policy/tool/initiative], adopted by over 40 local governments and supported by [anchor institution or alliance].

Every sentence should carry weight. Every paragraph should move the reader forward. The proposal isn’t about what you hope to do. It’s a declaration of what you will do, why it matters, and how it works.

Final Thought

A good proposal doesn’t just inform. It persuades. It orients the reader, clarifies the stakes, and builds a sense of shared purpose.

Start with a strong General Idea. Build around a clear 1-2-3. Structure each section with purpose. And let the writing reflect the seriousness of the work.

The goal is not just to win funding. It’s to make your work legible—to yourself, your collaborators, and the field you’re trying to shape.