In short — A project budget for a Swiss grant is the project translated into numbers, and the first thing a foundation looks at. Show a realistic funding plan with co-funding, list costs in clear, justifiable lines, ask for a credible amount (not the maximum), and build the budget already thinking about how you will report it.
Many cultural and social projects get stuck on the same rock: the budget. People can write the story but struggle with the numbers. Yet the budget — the project’s financial plan — is not a bureaucratic attachment to deal with at the end: it is the project translated into figures, and the first thing a Swiss foundation looks at to see whether the person in front of them knows what they are doing. Building forecast and final budgets is a central part of my work; here is how to set up a budget a funder takes seriously. It is the second step of the path in the fundraising guide, and it goes hand in hand with writing the dossier.
Why the budget decides the application
Foundation boards read budgets all year. They can see in seconds whether the numbers are realistic or put there to make the request add up. A coherent budget says something no sentence can: that the organisation can handle money and account for it. It is, in practice, proof of your reliability before the project even starts.
Income: co-funding first
A foundation rarely covers the entire cost of a project alone, and almost never wants to. The income section must show the funding plan: own funds, ticketing or self-financing, and above all the other funders involved — noting which contributions are already secured and which still requested. When I built the budget for a multi-partner project like Klima, the line funders looked at first was exactly this: who else is in. A project others are already backing is far easier to fund than one asking a single body for everything.
Costs: clear, justified lines
List costs under understandable headings — fees, production, communication, logistics, administration — and make each one defensible if questioned. Avoid two opposite temptations: inflating costs “because they’ll cut anyway”, and underestimating them to look lighter. Both show, and both cost credibility. A good budget is one where every figure has a reason you can explain.
The mistake of the wrong figure
A disproportionate request — too high or too low for what the project promises — is one of the fastest ways to lose credibility. Asking too much signals you do not know the foundation’s range; asking too little suggests the project has not been thought through. The right figure is not “the maximum possible”: it is the one consistent with your funding plan and with the amounts that foundation usually gives. It is one of the five mistakes that get a request rejected.
Forecast and final budget: two sides of the same work
The forecast budget is what you present to ask; the final budget is what you present afterwards, to report. In Switzerland the contribution is almost always paid after the project is delivered and reported, so the two documents must speak to each other: the final budget should be readable next to the forecast with no unexplained surprises. Keeping the two together from the start — setting up the forecast already thinking about how you will report it — is what turns a one-off grant into a relationship that lasts.
I build forecast and final budgets for cultural and social organisations in Switzerland, in Italian, English and French — it is part of my daily work. If you have a project and the budget is where you feel least sure, get in touch: I reply within two working days.
