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Sources reviewed October 17, 2026. Published benchmarks and company assumptions are different: none establishes measured Plenary time savings.

• Historical effort. Andi Kemp / Upward Development (2015) estimates an experienced specialist’s work from nearly 200 proposals, not a representative study. LOI 6–8h; small foundation 8–12h; medium 15–25h; complex 30–50h. Stage ranges are historical, not verified requirements for these listings. Reuse and benefit enrollment are separate assumptions.
• Team denominator. Kemp describes specialist effort as roughly three-quarters of the work, with substantial applicant participation, including activities beyond submission. Our editable 25% applicant share is a planning interpretation for preparation through submission, not a measured pre-award share. Recurring in-house hours = summed stage hours ÷ (1 − applicant share). Traditional extra shared preparation is added once before this division; its default is zero to avoid double-counting. It is excluded from the recurring reduction denominator.
• Actual quotes can be cheaper. St. Wyatt lists writing at $150/hour and a package at $85/hour with a one-year agreement. Our $150 input is neither an average nor a minimum and applies one illustrative rate across specialist tasks. ATM lists $350 LOIs and $1,000 proposal narratives for requests up to $50,000; budget development is separately listed at $350. These are differently scoped advertised services, not equivalent all-in quotes. Use a provider’s actual scope, minimums and retainer terms; do not multiply one-off prices into claimed annual savings.
• Full-time salary example. $72,550 is an editable budgeting proxy, not a precise full-time nonprofit grant-writer wage. The BLS fundraiser occupation is broader than grant writing. Replace this example with actual annual salary. Annual staff cost = salary × (1 + employer burden); hourly time value divides this by 2,080 assumed paid hours, not productive grant hours. The 40% burden is our assumption, not a BLS grant-writer statistic. Enter incremental employer taxes, insurance and retirement costs above salary. Do not add paid leave already in salary: BLS ECEC classifies paid leave as benefits and measures compensation per hour worked, so its aggregate benefits percentage cannot be blindly added to annual salary. Recruiting, equipment and overhead are excluded. Time released is opportunity cost/capacity, not payroll cash savings or proof of an avoided hire.
• Plenary scenario. The published offer is $6,000 annually plus award-based fees. We retain the full annual price for any nonempty plan. Editable 80–90% recurring time reduction and four upfront onboarding hours are company planning assumptions, not observed performance or guarantees. Customer work remaining includes inputs, review, correction and submission. Customer-hour range = onboarding + recurring in-house hours × (1 − reduction), combining low baseline/high reduction and high baseline/low reduction. First-year reduction subtracts onboarding ÷ recurring baseline from the reduction percentage; traditional shared setup is excluded. No fee brackets are automated because boundaries and attribution need confirmation. A $0 fee allowance means no awards modeled, not fee-free service.

Cost formulas: outside writer = specialist hours × writer rate + applicant hours × staff rate; in-house = total team hours × staff rate; Plenary = annual subscription + customer hours × staff rate + fee allowance. These are alternatives. Full annual staff cost is context, not an additional pursuit cost. Empty plans incur zero modeled pursuit hours and costs. Delivery, post-award reporting, matching funds, specialist services and tax are outside this model.