Wounded Warrior Project. 10 Years: a decade of service - a lifetime of commitment camo banner


With the number of wounded service members returning home to their communities increasing every day, Wounded Warrior Project (WWP) is excited to have an opportunity to support other veteran-serving nonprofit organizations to ensure that every service member, veteran and their family member is recognized and their reintegration needs are supported. WWP Program Grants allow us to work with various organizations to better serve wounded service members, veterans and their family members and provide programming that meets the needs of our population in specific geographic regions of the country where existing services are limited.

Our in-depth grant evaluation process ensures WWP provides financial support to groups espousing kindred priorities and policies, and with the same commitment to our mission to honor and empower Wounded Warriors. Historically, WWP has supported organizations that seek to enhance the lives of wounded service members through programs aimed at improving mental health and wellness; exposing wounded service members to new opportunities for physical fitness and activity; connecting wounded service members with their peers and communities; and enhancing economic empowerment and independence.

Since its inception in 2012, WWP Program Grants has held two grant cycles each year. WWP Program Grants are awarded in amounts up to 250,000 and last one full year from the date of award.

WWP is not accepting Letters of Interest (LOI) at this time. Please continue to monitor our website for updates and 2015 grant cycle timeline.

All inquiries regarding Program Grants process should be directed to grants@woundedwarriorproject.org. WWP is unable to accept calls regarding the grant application process. 

To be considered for funding, an organization MUST meet the following requirements:

  • Be able to provide evidence of tax exemption under Section 501(c)(3) of the Internal Revenue Code. Tax exemption status must be current at the time of letter of interest submission in order to be eligible. 
  • Share our mission to honor and empower Wounded Warriors.
  • Offer a program that clearly addresses one of the gaps in services identified by WWP and as outlined under the Funding Priorities tab and primarily serves service members and veterans who incurred a physical or mental injury, illness, or wound co-incident to their military service on or after September 11, 2001 and their families.
  • Demonstrate a clear recruitment plan for service member, veteran and family members/caregivers. Please note that WWP does not send direct referrals to grant recipients.
  • Provide programs and services at NO cost to their constituents.
  • Have clearly outlined goals and objectives for the program and exhibit an evaluation plan that measures qualitative and quantitative outputs and outcomes of the proposed program.
  • Agree to submit an Interim Report half way through the grant year and a Final Report at the end of the grant year. Reporting guidelines are included here for your reference.

Before submitting a letter of interest, please read through our FAQs to determine your organization’s grant eligibility. The following opportunities are not eligible for WWP funding: 

  • State or federal programs
  • Debt reduction
  • Annual appeals and fundraising events
  • Political action groups
  • Medical or academic research
  • Think tanks
  • Any activities that include or promote alcohol
  • Endowments

 **We are unable to provide grants to individuals. If you are a service member, veteran or family member in need, please contact the WWP Resource Center to learn more about financial assistance opportunities available through Operation Homefront.**

Each year, the WWP grant cycle begins with an opportunity for interested parties to submit Letters of Interest (LOI) to WWP. An organization MUST submit an LOI to be considered for an invitation to submit a full proposal. Please note, we are currently not accepting LOIs.

In order to be considered for funding, you must adhere to the following process:



Letters of Interest:

  • WWP will accept LOIs only during an open submissions period. WWP is not accepting LOIs at this time.
  • WWP will consider LOIs in the amount up to $250,000.
  • All LOIs will be reviewed and evaluated against the entire pool of submissions.
  • Upon reviewing all submitted LOIs, WWP will either decline interest or invite organizations to submit a full grant proposal. Please note that not all organizations that submit an LOI will be asked to submit a full grant proposal.  

Full Grant Proposal:

  • WWP will accept a full proposal by invitation only after we have had a chance to evaluate your LOI.
  • Instructions on how to apply will be sent with an invitation.
  • Required attachments will be due at the time of application submission.
  • WWP will not accept mailed or faxed submissions.
  • WWP will provide an acknowledgement of submissions.
  • Submissions that do not follow this format may not be considered for funding.

Additional Information

Please review Program Grants FAQ for additional information.

Please direct all inquiries to grants@woundedwarriorproject.org. WWP is unable to accept calls regarding the grant program at this time.

Over the last four years, WWP has worked to understand the needs of our Alumni – veterans and service members who incurred a physical or mental injury, illness, or wound, co-incident to their military service on or after September 11, 2001 – through a comprehensive survey. For grant year 2014, WWP identified specific needs among wounded service members, veterans and their caregivers and family members by studying our annual Alumni Survey and surveying our Program Staff.


In grant year 2014, WWP is specifically interested in funding programs that clearly address one of the identified needs described in the following categories, Engagement, Mind, Body, and Economic Empowerment. Please click on each category below to review identified needs.




With 1.2 million service members separating from the military in the next four years, particular support is needed to assist in the transition to civilian life and integrating into their communities. Wounded warriors face many challenges as they navigate their transition into the civilian world. Physical, mental, and emotional injuries compound a warrior’s transition and can lead to feelings of isolation and separation, substance abuse, employment barriers, and unstable living conditions.

Based on the needs of service members, veterans and caregivers identified in the annual Alumni Survey, WWP is seeking proposals for programs to meet one of the following: 


A.Military to Civilian Transition

Feeling connected to and engaged with the community, family members, service members, and veterans is an invaluable part of the healing process for every warrior. In the 2013 WWP Alumni Survey, an overwhelming majority (85.5%) of respondents answered positively to the statement, “There are people I can depend on to help me if I really need it.” Still, isolation is a struggle for many, and more than half (56.5%) of alumni surveyed felt that they do not have a close personal relationship with other people. Building a network of local resources in communities benefits a warrior’s integration and makes the veteran and his/her family feel supported in an inclusive environment. 


Innovative programming should focus specifically on the following challenges:

  • Engaging service members and their families as they transition out of the military to minimize feelings of isolation in communities.
  • Transition support services and programs should serve service members and veterans with a broad spectrum of physical, mental, and emotional injuries.
  • Provide opportunities for the warrior and family members to participate in community events.
  • Act as a linkage to other community-based organizations and groups to assist warriors and family members.
  • Outcome measures should be linked to the warrior and family feeling comfortable in his or her community.

The U.S. Department of Housing and Urban Development estimates approximately 62,619 veterans are homeless on any given night.  Over the course of a year, approximately twice that number experience homelessness for some period of time. It is estimated that approximately 12,700 OEF/OIF/OND veterans were homeless in 2010. 


There is a complex set of factors, such as a shortage of affordable housing, lack of livable income, mental health issues, and substance abuse that contribute to homelessness in general. The veteran population faces these obstacles, along with unique challenges like living with post-traumatic stress disorder (PTSD) and barriers to finding sustainable and fulfilling employment due to the difficulty of transferring military skills into the civilian workplace. These factors are often amplified by the veteran’s sense of isolation and inability to relate to family and community members who did not share the same experiences.


Innovative programming should focus specifically on the following challenges:

  • Provide an all-inclusive approach to engage with veterans who are homeless or at risk of becoming homeless.
  • Aim to provide secure housing, access to nutritional meals, mental health and substance abuse counseling, and educational and employment programs that will empower homeless veterans to ultimately become self-sufficient.  
  • Demonstrate current use of homeless resources available through the VA’s Supportive Services for Veteran Families grant or other community resources. 
  • Outcome measures should demonstrate the long-term success of veterans receiving assistance.


Physical health and wellness are critical components in the overall well-being of wounded service members and veterans. With the survival rate greater than 90 percent, more and more service members are returning home with injuries.


Wounded Warrior Project is dedicated to creating impactful and substantial programs for warriors and their families assisting in the improvement of their physical health leading to positive, active lifestyles. The ultimate goal is to not only teach a skill, but to foster the honing of that skill leading to independence.  Programs should be inclusive of the four Physical Health & Wellness pillars: Inclusive/Adaptive Sports and Recreation, Fitness, Nutrition, and Wellness. Programsunder each pillar should be designed to create comprehensive experiences to optimize the physical and psychological well-being of warriors and their families.   


Based on the needs of service members and veterans outlined below, WWP is seeking proposals for programs that do one of the following:


A.BMI Reduction

In the 2013 WWP Alumni Survey, over 80 percent of respondents reported they are overweight (42%) or obese (40.8%). Among those surveyed, the average body mass index (BMI) was 29.4, which is at the high end of the range for being overweight (BMI = 25 to 29.9). In addition, more than 48.4 percent of our alumni said they have either a poor appetite or overeat. Less than half of alumni (43.7%) said they do moderate-intensity physical activity three or more days a week, while listing “feeling uncomfortable exercising in a social setting” as the number one barrier to exercise, followed by “concerns related to safety or re-injuring myself” as the second. 


Innovative programming should focus specifically on the following challenges:

  • Offer service members and veterans a holistic approach to weight management and BMI reduction.
  • The program should have a specific goal to lower the BMI index among its participants to fall within a “normal” range (BMI = 18.5 to 24.9).
  • Programming should be continuous in nature and offer service members and veterans access to physical exercise in a comfortable setting.
  • Educate service members, veterans, and their caregivers on the importance of healthy nutrition.
B.Chemical Dependency

Chemical dependency affects a segment of returning service members and veterans and ranges from misuse or overuse of alcohol, nicotine and caffeine. About one-fifth of alumni (19.5%) responded they used more alcohol than they intended in the past four weeks. Just over 15 percent of respondents reported they consume alcohol two or three times a week, and another 10.9 percent reported drinking four or more times a week. On a typical day when alumni did have an alcoholic drink, most reported having one or two drinks (50.1%) or three or four drinks (26.4%). The remainder had five or more drinks on a day when they drank.


When asked about tobacco use, about one-third (31.9%) of respondents said they used cigarettes during the last 12 months and another 20.6 percent used smokeless tobacco. While not reported in the survey, WWP program staff report alumni using highly caffeinated drinks, and according to Army and Air Force Exchange Service Worldwide, Monster Energy drink beat out Mountain Dew as the top-selling cold beverage. Though the effects of consuming highly caffeinated drinks are currently unknown, officials at Landstuhl Regional Medical Center in Germany said its cardiology clinic sees many patients with heart palpitations, racing heart, lightheadedness and exertional chest pain in patients (Stars and Stripes, December 2012).


Innovative programming should specifically focus on the following challenges:

  • Program should focus on reduction of use of alcohol, nicotine and/or caffeine.
  • Program should educate warriors on healthy lifestyle choices and promote better overall health.


Mental and emotional health is a critical component to the overall well-being of service members, veterans, and their families and caregivers. Service members and veterans living with psychological and/or cognitive wounds of war face barriers to obtaining the support they need in their readjustment to civilian life.


Based on the survey, 75.4 percent of WWP alumni suffer from post-traumatic stress disorder (PTSD), 73.9 percent experience anxiety, 68.8 percent reported depression, and 44.6 percent reported that they experienced a traumatic brain injury (TBI) during their military service. More than half (51.9 percent) of respondents rated their health as poor or fair, with 73 percent of those respondents citing “other severe mental injuries” as the main reason for that rating.


Based on the needs of service members, veterans, and caregivers outlined below, WWP is seeking proposals for programs that do one of the following:



There is currently a shortage of mental health providers in the United States who are competent in military culture. Given the national numbers on completed suicides among service members and veterans and the increased risk for survivors of suicide, family members and caregivers, there is an immediate need to develop programming to reduce the number of suicides amongst this population.


Innovative programming should specifically focus on the following:

  • The focus may include but should not be limited to suicide prevention training.
  • Offer engagement opportunities to decrease warrior isolation.
  • Provide public awareness on the staggering numbers of military suicides.
  • Offer postvention services to family members after a warrior has completed a suicide.
B.Long-term Care

Currently the focus of care from the Department of Defense (DoD), Veterans Affairs (VA), and TRICARE has been on hospital and acute rehabilitation, with much less support provided to veterans and their caregivers once they are discharged. Ultimately, they are the ones left to navigate the transition back to their homes and communities. When caregivers are no longer able to provide the needed support and alternate services are not available, the result is institutionalization in nursing homes, psychiatric hospitals, or chronic care facilities. Currently, 6.6 percent of WWP alumni report they are permanently housebound and 25.8 percent reported needing more than 40 hours of assistance per week.


Innovative programming should specifically focus on the following:

  • Address the critical needs of our country’s most severely wounded service members and veterans who are post-acute rehabilitation, incapable of living independently and/or require constant supervision, and need a significant level of assistance and support.
  • Proposed program should encompass a holistic approach to the warrior and his/her loved ones geared toward an optimal goal of promoting independence and an improved quality of life.
  • Ideally, the program will offer long-term services ranging from specific behavioral and cognitive services, to life coaching, caregiver respite, and community reintegration.
C.Family Resiliency and Reintegration

A warrior’s injury imposes a heavy burden not only on him/herself, but also on family members, straining marriages and posing obstacles to successfully reintegrating into daily family routines. According to National Military Family Association’s and RAND’s “Views from the Homefront: The Experiences of Youth and Spouses from Military Families”, 54 percent of youth reported fitting the parent back into the home routine as a significant stressor. Family members seek opportunities to understand a warriors injuries and adapt to the “new normal”, while warriors are navigating how best to acclimate back into family life.   


Innovative programming should specifically focus on the following:

  • Opportunities for parents and children to learn reintegration skills.
  • Education on family communication that may not be available through current programs and services.
  • Educational opportunities for family members to learn and understand their warrior’s challenges that effect adjusting to life at home post-deployment.
D.Sleep Issues

Many alumni reported getting insufficient sleep, and when asked if they got enough sleep during the past four weeks to feel rested upon waking in the morning, only 19.8 percent answered they did “a good bit of the time, most of the time, or all of the time.” According to a study published by Springer Science (Deployment-Related Insomnia in Military Personnel and Veterans), up to 54 percent of two million post 9/11 veterans reported insomnia, which is much higher than the civilian adult rate of 22 percent. Service members and veterans with PTSD are twice as likely to develop insomnia, while those with depression or pain syndrome are 1.5 times more likely to have insomnia.


Innovative programming should specifically focus on the following:

  • Provide insight into sleep issues facing service members and veterans and offer an innovative and holistic approach to increase the duration and quality of sleep.
  • The program should address other mental health symptoms as well (more than half of those who reported insomnia have one or more medical comorbidities).
E.Military Sexual Trauma

The most recent DoD Annual Report (released in May 2013 for fiscal year 2012) estimates that 26,000 service members were victims of sexual assault, but only 3,374 victims reported these attacks. Nearly 47 percent cited fear of retaliation as the reason they did not report the attack, while 43 percent heard of negative experiences from others who reported an attack, and therefore chose to remain silent.


Innovative programming should specifically focus on the following:

  • Address the unique mental health needs of service members living with experiences of Military Sexual Trauma (MST).
  • The program should offer a holistic approach to treating the symptoms of MST while simultaneously bringing awareness to an issue that is often ignored or underreported due to the “culture of silence” in the military.
  • Organizations should be able to provide clinical services, peer mentoring groups, and/or psycho-educational programs. Individual, couple, and family counseling will also be beneficial to address the needs of MST.
  • Since many survivors face a multitude of emotional and physical issues, experience working with PTSD, anxiety, depression, and substance abuse would create a holistic approach to helping survivors and their family members heal. 
F.Provider Training

Currently it is estimated that there are 400,000 post 9/11 warriors living with PTSD and 320,000 warriors with Traumatic Brain Injury.  Of these warriors about 55 percent have sought mental health treatment.  One of the most indicated factors in seeking or continuing with mental health treatment is the competency and understanding of the treatment provider (32.5%).  In addition, many providers with some degree of cultural competency lack training in evidence-based techniques found to be most effective in the treatment of trauma related wounds.  The current number of culturally competent providers is far exceeded by the number of warriors in need of these services, therefore rendering excessive wait times for warriors to see a mental health provider (sometimes in excess of 6-8 weeks). 


Therefore, in order to facilitate the readjustment of wounded warriors, innovative programming should focus upon the following:

  • Training should address the unique mental health needs of service members living with experiences of Combat Stress, Post Traumatic Stress Disorder, Military Sexual Trauma, Traumatic Brain Injury, survival guilt, and moral injury and shall be evidence-based. In addition, the program should bring community awareness to concerns that face warriors post-deployment.
  • Organizations/ individuals trained should be able to provide clinical services, peer mentoring, or psycho-educational programs.
  • The audience of the training model may include but is not limited to mental health providers. Participants of the program should feel comfortable to train others in said competency upon graduation.
  • Upon completion, the program should provide comprehensive and on-going education and support that is not currently available through other programs and services.

*Please note that if you are invited to submit a full proposal you may be required to follow additional application guidelines as they relate to this category

G.Project Odyssey

Project Odyssey has been a signature program of Wounded Warrior Project offering warriors an opportunity to come together for a three to five day outdoor recreational retreat. Using the healing power of nature, along with support from mental health professionals, the program allows the warriors to step back from everyday routines while gaining a new perspective on life back home. In this grant cycle, WWP is seeking LOIs from organizations that are able to duplicate our successful model on a local level. We are interested in programs that expose participants to multiple opportunities of self-challenge, peer support, psycho-education, and combat stress specific coping skills.


Innovative programming should do the following:

  • Offer six three to five day retreats that focus on one of the following, Combat Stress and PTSD, Non-Combat Stress, Military Sexual Trauma.
  • Offer activities with intent to move the group and individuals towards transformation, setting forth an agreement established collectively by the group that identifies guidelines for behavior and conduct throughout the Project Odyssey.
  • Work with WWP staff to ensure that the program adheres to our core concepts and components and meets appropriate requirements.

*Please note that if you are invited to submit a full proposal you may be required to follow additional application guidelines as they relate to this category


Economic stability and ability to provide for their families continues to be a main concern for many of our wounded warriors. When asked if their financial status is better off today than it was a year ago, only 19.9 percent of respondents answered “yes, it is better now than a year ago”. On the other hand, almost 40 percent reported their financial status is worse off now than a year ago. In addition, many wounded service members need assistance transitioning military skills into civilian jobs, networking, learning interviewing techniques, and basic preparation of a resume. While many employers want to hire wounded veterans, they often lack a basic understanding of military culture and obstacles facing wounded warriors, especially wounds not visible to the eye, such as post-traumatic stress disorder (PTSD) and traumatic brain injury (TBI).


Based on the needs of wounded service members and caregivers outlined below, WWP is seeking proposals for programs that do one of the following:


A.Employee Retention

Only 45.5 percent of alumni are currently employed and 32 percent of unemployed alumni have been actively seeking work for 27 weeks or longer. The top three barriers to employment as reported by alumni are mental health issues (29.7%), insufficient education (22.1%), and being physically incapable (20.9%).


Innovative programming should focus specifically on the following challenges:

  • Conduct educational initiatives that help employers develop and implement an employee retention plan that will increase the number of wounded veterans who remain in their position for more than two years.
  • Aim to educate employers about the unseen wounds of war, such as PTSD and TBI, and work to reduce the stigma associated with them among fellow employees and management.
  • Educate employers on potential triggers in the office and work to ensure warriors have a mentor (preferably another veteran), or someone they can trust if they are feeling uneasy or need someone to confide in.
  • Provide coaching to wounded service members and caregivers as it relates to job retention.
  • The program should identify and address the unique barriers that wounded veterans face in retaining employment.
B.Financial Education

In addition to unemployment, financial illiteracy is another barrier to economic stability for wounded veterans and their families. More than half of WWP alumni (57.1%) reported they are not currently participating in any savings plan. Of those who said they have an emergency fund (30%), approximately 61 percent said their funds would cover three or more months of household expenses. That number makes up only 18.2 percent of the total Alumni Survey population. Additional resources and programs are needed to ensure wounded service members and their caregivers are educated financially as it relates to saving, debt management, loans, and financial basics.


Innovative programming should focus specifically on the following challenges:

  • Provide financial education programs to wounded service members and caregivers that will address their unique needs.
  • Teach basic financial skills with a focus on debt reduction, household budgeting, and loans associated with purchasing a car or home.
  • Advise wounded warriors and caregivers on the best course for investing and managing the monthly income received from VA benefits.
  • One outcome of the program should be an increase of wounded service members who have an established emergency fund that will be able to cover at least three months of household expenses.
C.Vocational Training

A traditional two or four year college is not always the right educational path for every wounded warrior. Many warriors possess strong, technical skills from their military service, but many need assistance transferring those skills into a civilian job, or taking classes and certifications to learn a different skill set.


Innovative programming should focus specifically on the following challenges:

  • Provide vocational training and certification that will help warriors obtain meaningful and well-paying employment if a traditional four or two year college education is not the right option.
  • Focus on creating an innovative opportunity that will allow wounded service members to opt out of certification exams if they already have the necessary skills through their military service.
  • Offer career coaching to identify individual strengths and weaknesses, thus helping warriors determine their vocational fields of interest.
D.Employment for Caregivers

Military spouses also face a high unemployment rate. Currently, 85 percent of military spouses either want or need employment. One in four spouses is currently without a job, which puts this population at a 26 percent unemployment rate. WWP’s Strategic Plan recognizes this issue as an additional burden for a service member’s family, and aims to provide “…tools and information that will assist and empower them in their employment initiatives and support their plan for entry/re-entry into the civilian workforce.”


Innovative programming should focus specifically on the following challenge:

  • Provide educational and employment opportunities for family members and caregivers, particularly those required to become the primary financial provider of their family unit after a service member sustains an injury that leaves him/her unable to gain employment. 


WWP has developed an extensive evaluation process to ensure that we support the most innovative programs that address the needs of service members, veterans and their family members in areas of highest need. As a general rule, WWP looks to fund proposals that:

  • Offer innovative programming and unique opportunities to wounded service members, veterans and their family members/caregivers and do not duplicate services and programs offered by WWP;
  • Address an identified need by offering programming or services where demand outpaces supply or services do not currently exist;
  • Reach wounded service members, veterans and family members/caregivers in under-served geographic areas;
  • Foster continued leadership, mentorship, and sense of purpose among wounded service members and veterans;
  • State clear and measurable goals.

WWP awards grants in two cycles each calendar year – spring and fall. Prior grantees must skip a full grant cycle after the last award was made before re-applying for funding and will be required to submit a final report for consideration. Exceptions may be made if an organization is submitting a grant for an entirely new project and the grantee has demonstrated the success of the previously WWP-funded program to date. Prior grantees should follow general application guidelines and timeframe and will be evaluated against an entire pool of submissions for that grant cycle.


Grant recipients should not rely on WWP for continued funding of their programs or projects. It is strongly recommended that other sources of support also be secured. Under no circumstances is WWP obligated to continue funding the program of any grantee.

When does WWP accept applications for grants? Please see Grant Application Process and Deadlines on the Grants page for the most up-to-date information. Though we make the majority of grant-making decisions during the grant cycles, we reserve the right to review some requests on a rolling basis. 


Does WWP offer grants to individuals? No. WWP does not offer grants to individuals. All grant applicants must submit evidence of tax exemption under 501(c)(3) of the Internal Revenue Code. Tax exemption status must be current at the time of letter of interest submission in order to be eligible.


**If you are a wounded service member or family member in need, please contact the WWP Resource Center to learn more about financial assistance opportunities available through Operation Homefront.


What types of activities will WWP fund? This grant cycle, WWP is looking to fund programs that explicitly address of the needs as described under Funding Principles and Priorities for 2014. Please reference that tab for additional information and instructions.


How much funding is available? WWP will consider requests up to $250,000. Funding amount is determined by the amount requested, number of wounded service members, veterans, or family members served, and the nature of the program being funded. Funding is generally limited to a one-year program cycle. 


Will you consider grant requests that use the funds for operating costs, organizational overhead, or other capital? WWP will consider grant requests that propose using funds to support operations, such as employee salary or equipment purchases, so long as there is a clear translation of how the money will support wounded service members, veterans, and their family members.


Does WWP require grant recipients to have a history of working with wounded veterans? No. While demonstrated success in working with wounded service members and veterans is certainly helpful, we are interested in partnering with organizations that have unique programs and the potential to expand those services to wounded service members and veterans. Organizational capacity to carry out outreach and high-quality programming is of the utmost importance to WWP when evaluating a grant application. Your proposal should clearly outline the recruitment strategy and list any current collaborative efforts with other veteran serving entities in your community.  


What if my organization doesn’t have audited financial statements? In lieu of submitting Attachment G in the WWP Grant Application, organizations who do not have audited financial statements should submit a statement explaining why they do not have audited statements. WWP will consider each circumstance individually in the course of financial vetting. 


What if my organization is not able to use all of the funding granted or if the grant objectives or activities change over the course of the year? In the event the grantee ceases to operate or becomes insolvent, all unused Wounded Warrior Project grant money shall be immediately returned. Furthermore, if the original purpose, project and/or program of the grantee changes, the grantee must notify Wounded Warrior Project in writing for permission to redirect funds. If permission is not given, grantee shall return any and all grant money to Wounded Warrior Project. 


What are the reporting requirements for organizations? An interim report is due mid-way through the grant cycle. A final report detailing the expenditure and outcomes of the grant must be submitted to Wounded Warrior Project one year after the award is received by the applicant. Reporting guidelines are included here for your reference.

to the top


For 10 years, Wounded Warrior Project® has been honoring and empowering Wounded Warriors with a wide range of services. Check out wwp10.org to learn more, share your story, and join in our yearlong recognition.

Visit wwp10.org
tracking pixel