It was a hot one last week, and much of my time was spent exploring grant writing and operations at the Human Service Chamber. While these functions may not always be visible to the public, I learned that they are essential to helping organizations secure resources, build partnerships, and ultimately expand their outreach.

One of my favorite experiences this week was collaborating with a colleague on a federal OpenAI grant proposal. This was my first opportunity to contribute to grant writing, and I quickly learned that it is as much about storytelling as it is about technical writing. Every sentence had to be intentional, supported by data, and aligned with the funder’s priorities, all while staying within strict word limits. One aspect of the process I especially enjoyed was that my colleague and I each drafted responses to the same application questions independently before coming together to compare our work. It was interesting to see just how similar many of our responses were, which I think speaks to HSC’s strong organizational culture.

Our brainstorming session also had us consider how artificial intelligence and funding from OpenAI could help HSC expand our efforts. First, we described that it would allow us to provide members with the tools, guidance, and training needed to integrate AI into their operations. Second, this funding would strengthen HSC’s advocacy work by supporting our research, analyzing real-time data, forecasting emerging needs, and personalizing outreach materials. These investments would enable HSC to provide local funders, government leaders, and community partners with the information they need to make informed decisions and respond effectively. After combining the strongest elements of each response, we met with our Director of Operations to review the proposal. She provided additional feedback and will make the final revisions before submission. Seeing the collaborative nature of grant development was awesome.

I also had the opportunity to begin learning about another grant opportunity through Accelerate Columbus 2027. While I will be contributing to portions of this proposal in the coming weeks, I first reviewed HSC’s successful 2026 application to better understand the structure and expectations of local and city-funded grants. It was interesting to compare this proposal to the federal grant we had been working on. The scope, level of detail, and research required were noticeably different, demonstrating how every funding opportunity requires its own strategy and approach.

In addition, I gained exposure to another grant opportunity our Wellness Director is working on, a national Lululemon grant. I had the opportunity to observe conversations between her and our Director of Operations regarding budget development and financial planning. It was valuable to see how HSC’s budget is established yearly and how financial systems support an organization’s ability to pursue external funding.

Beyond grant writing, I worked on preparations for the Bath and Body Works in-kind distribution. In-kind donations like these provide valuable resources that HSC can distribute to members. I worked alongside our Director of Operations at IMPACT Community Action to count and inventory donated products before participating in planning meetings focused on distribution logistics. It was rewarding to see the amount of coordination required before donations ever reach the organizations that will ultimately benefit from them. Even tasks like inventory management and logistical planning play an important role in ensuring resources are distributed fairly and efficiently.