PROPOSAL
WRITING
SUMMARY OF THE CONTENTS
Page 1- Components of Proposal Writing
Page 2- Who Should Write A Proposal Proposals, and Fundraising
Page 3 - Using the Proposal Writing Format
Page 4 - Some Basic Principles of Proposal Writing
Page 6 - The Cover Letter
Page 7 - Proposal Summary
Importance of a Summary
Page 8 - Checklist for Proper Summary
Introduction
Page 11- Checklist for Proposed Introduction
Problem Statement or Needs Assessment
Page 13 - Checklist for Problem Statement
Page 14- Program Objectives
Checklist for Objectives
Page 15 - Methods
Page 16- Checklist for Methods
Page 17- Evaluations
Page 18- Why Is Evaluation Important?
Page 19- Who Should Conduct the Evaluation
Page 21- Designing the Evaluation
Page 23- Checklist for Evaluation
Page 24- Checklist for Future Funding
Page 25 - Proposal Budget
Components of Proposal Writing
i) Summary
ii) Introduction
iii) Problem Statement
iv) Objectives
v) Methods
vi) Evaluation
vii) Future/Other Necessary Funding
viii) Budget
Proposal Writing assists both grant-making agencies and applicants for funding. Applicants should use the above listed components where funding sources provide no specific guidelines for the proposals content. This is also an excellent too to use as a guideline for the proposals content. This is also an excellent tool to use as a guide to the organizations overall planning.
As a proposal format, Program Planning and Proposal Writing (P.P. and P.W.) will help you meet the requirements of most funding sources. As an organization planning instrument, it will help identify the deficiencies in the organizational planning. Providing sufficient time and support to the P.P & P.W. process can derive many benefits beyond the funds awarded; These can include:
- improved record keeping
- enhanced credibility
- clarity of goals
- development of tangible objectives
- increased knowledge in the problem area
- better program evaluation
- better financial management
- a basis for future proposal writing
Who Should Write A Proposal
There are few full-time "grantpersons" around, and therefore most proposals are developed by staff of the decision makers. Proposal Writing should not be done off in a corner, remote from those involved in the organization management, but should involve all that are intended to benefit.
Whether an individual or team effort, the developers of a proposal should act as facilitators, bringing together the needs of beneficiaries.
Proposals and Funding
It is necessary to understand the funding source with which you are dealing. Prior contact, if possible, is of value (meetings and referrals). The smaller less sophisticated funding sources may gamble on your credibility, the sophisticated larger funder will only consider funding after seeing a coherent plan. It is then that the quality of your proposal becomes an important consideration.
Using Proposal Writing
Proposal Writing is no the answer to everyone's problems. It is an orderly way to organize the program or project you are planning. Although the P..P & P.W. format is consistent with most agencies, it should not be substituted for specific instructions that the agency provides. If you don't understand the instructions, ask for clarification. At the same time ask the agency if it uses a score sheet and, if it does request a copy. Having their score sheet in front of you, you can put a different perspective on the development of your proposal.
For Foundations - When applying to a foundation or corporation, you will almost always be asked for a brief letter explaining who you are, describing your plan, and specifying the amount of funding you seek. Use the P.W. format for this letter (this letter is the proposal). Limit yourself to about three pages. Be sure the letter addresses the specific questions asks for the funder. In addition, the foundation usually requests a copy of your total annual budget for the past year of two; an audited financial statement; your status (profit or non-profit); perhaps a few letters of support; and an annual report if you have one.
For Government Funding Sources - government agencies have applications forms in ample supply. Follow their instructions. Although the P.P & P.W. format is consistent with most government agencies, it should not be substituted for any instructions the agency provides.
Some basic Principles of Proposal Writing
(1)Proposal should be Neat, Clean and Easy to Read
- no typographical errors
- send the original
- don't send more than one copy unless requested
- don't use extravagant proposal packaging, it suggests you waste money
(2)Write Your Proposal in English
- don't use jargon
- use clarity in your writing, have a friend or a family member proof read to see if they understand it. Some of your best comment and critics will come from people unfamiliar with you field.
(3)Make It Brief
- the proper length of your proposal is just long enough for you to communicate your message
(4)Be Positive
- make sure you are "up" and positive
- don't apologize
- don't beg
- sound like a winner, not a loser
- don't call attention to your mistakes
(5)Avoid Unsupported Assumptions
- don't assume that the funding source knows all about your organization
- don't assume that the problem is understood by the funder. Document specific problems that exist in your organization and the affected community.
- don't lead into an assumption by "we believe". Support these beliefs with evidence and documentation.
- present enough evidence to support your position, and no more . . . . don't overkill
- pages of tables, charts and graphs will probably not be read, and often fail support the thesis of the proposal writer
The Cover Letter
Proposals to foundations and corporations are usually accompanied by a covering letter. This letter is signed by someone in high authority. It's purpose is primarily to assure the funding source that the proposal is endorsed by the board.
The covering letter should "briefly" describe the content of the proposal; it should not however be used in place of a proposal summary.
e.g.- acknowledge any previous contact
- state the requested amount of the proposed project
-refer to contact person/date of future contact
Proposal Summary
The summary appears at the beginning of the proposal, but isn't prepared until the proposal is complete.
A clear concise summary should include the following:
- identification of applicant/applicant's credibility
- reason for the request; problem statement
- objectives to be met through this funding
- activities to be conducted to achieve these objectives
- total cost of project/ funds already committed and the amount requested in this proposal
Importance of the Summary
1)It may be all that is read - a clear concise summary is a great help to the reviewer who might have to plough through the rest of the proposal.
2)It most likely will be the first thing read and as such is an opportunity to interest the reader in what is to follow.
3)It should frame your proposal -making the review process a less laborious task.
4)It may be required by the funding source and we know we are to follow instructions.
5)It's good practice - to express yours ideas with clarity and brevity.
CHECKLIST FOR PROPOSAL SUMMARY
*Belongs at the beginning of the proposal
*Identifies the grant applicant
*Includes at least one sentence on credibility
*Includes at least one sentence on problem
*Includes one sentence on objectives
*Includes total cost, funds already obtained, amount requested in is proposal
*Should be brief
*Should be clear
Should be interesting
I.Introduction
The introduction describes your agency's qualifications as an applicant for funding. The introduction should be extensive, perhaps even half of the length of your proposal. In a government proposal you may be asked for a "description" or "background" of the applicant. This is the same as the proposal introduction. What's in a name. Credibility is often carried by the name of the organization alone. Everyone has an image of the "Red Cross" or the "YMCA" whether it is positive or negative. Therefore the first step towards developing credibility is reinforcing a positive image or defusing a negative image.
Your letterhead is part of your credibility. While frilly and embossed stationery may fall into the category of unnecessary expense, well prepared stationary and brochures do not. Letterhead listing the members of your board of directors (with organizational affiliations) help establish credibility.
Introductions should include:
- a statement of purpose, goals philosophy
- significant events in your history
- prior and current activities
- accomplishments and impact
- size of your clientele
- other funding sources and their positive comments
- evaluation results of your programs
- quotes of support from clients, other agencies, public figures
- important publications/ newspaper clippings
Important - make sure your introduction is readable. The introduction begins your proposal. It's your chance to turn the reader on or off. A typical turn-off begins with the interception of the organization and drones on through the years of the organization's history, laboriously bringing them up to the present time. Avoid this by finding a good opening line, perhaps a powerful supportive statement from a client or supporter.
Focus in your credibility in the areas you are asking for support funding. if you are a multi-purpose drug abuse agency seeking funds to train staff of other agencies, provide the evidence of your capacity to train.
Keep in mind as you develop your introduction to build a case for your ability to accomplish your intended purpose. Letters of support and endorsement can enhance your credibility. Limit the number and make sure that they are truly supportive. Draw out and highlight powerful quotes and attach as appendices.
CHECKLIST FOR PROPOSAL INTRODUCTIONS
*Clearly establish who is applying for funds
*Describes applicant agency purposes and goals
*Describes the agencies programs
*Describes clients and constituents
*Provides evidence of accomplishments
*Offers statistics to support credibility
*Supports credibility in program area in which funds are sought
*Leads logically on to problem statement
*It is interesting
*Is free of jargon
*Is brief
Problem Statement or Needs Assessment
This is the most critical part of your plan. It represents the reason behind your proposal. This section has certain basic requirements.
1)It should be clearly related to the purpose and goals of your organization.
2)It should be supported by evidence - statistics provided by authoritative sources.
3)It should be of reasonable dimension - realistic and attainable.
4)It should be stated in terms of the needs of your client, rather than the needs of your organization
Problems that focus on the "needs" of a particular group or organization at a particular time in a particular place are fine, but if it limits your funding options to those who are concerned with those needs as they exist in that place. Another approach presents your situation as one instance of a problem that is found in other places and presents your program as beneficial to people beyond the bounds of your own community. This approach requires more research on your part, more proposal development and therefore might not always be an option.
To criticize your problem statement in a systematic way, ask the following specific questions:
1)Who are the people or agencies with who you are concerned?
2)What is the problem or need that your organization will focus on?
3)Is the problem of reasonable dimension? Is something that can be changed for the better over the period of the grant?
4)Does the statement appear to be concerned with the needs of the clients of with the needs of the applicant?
5) What are the casual factors of your problem statement? Did you use the most important factors?
CHECKLIST FOR PROBLEM STATEMENT
*Relates to purposes and of the organization
*Is of reasonable dimension
*Is supported by statistical evidence
*Is supported by statements from authorities
*Is stated in terms of clients or beneficiaries
*Is developed with input from clients and beneficiaries
*Doesn't make assumptions
Doesn't use jargon
Is interesting to read
Program Objectives
Objectives are the "outcome" of your activities and not to be confused with the activity itself. The difference between methods and objectives is the difference between means and ends. The means are your methods. The ends are your objectives. /if you begin your statements with words like; to provide; to establish; to create; you are talking about methods. If you use worse like; to increase; to decrease; to reduce; you are more likely talking about objectives.
Objectives should - 1. tell who; 2. is going to do what; 3. when; 4. how much; 5. how will you measure it.
Objectives significantly changed conditions - what are you proposing to do about the problem? They must be attainable and realistic. Remember, objectives describe the result of your problem.
CHECKLIST FOR OBJECTIVES
*Describe problem - related outcomes of your problem
*Does not describe your methods
*Defines the population to be served
*States the time when the objectives will be met
*Describes the objectives in numerical terms;
if at all possible
Methods
When the needs and problems have been described, and objectives stated, the next step is to spell out those methods by which you propose to achieve those objectives. You may use such terms as "methods", "methodology", "activities", 'procedures", or "strategies'.
Just as objectives should flow naturally from the problem statement, so should the methods flow from the objectives. the basic requirements of the methods section are "clarity and justification". The methods should be accompanied by an explanation of the rationale underlying your choice of them. In other words why do you think they will work? Ordinarily this justification would come from the applicants past experiences, as well as the experience of others in the field.
The key elements that should be included in your methods are:
1.Selection of staff
2. Staff training
3. Selection of participants
4.Rationale
To provide a clear picture of the program activities, a time chart can be included describing program
activities in a more organized fashion.
TIME CHART
0 months / 1 month / 2 months / 3 months / 6 monthsRecruit new staff / X / X
Staff training / X
Prepare program material / X / X
Recruit-ment of 50 clients / X / X
Conduct first program / X
Evalua-
tion / X
Setting forth a Time or Task Chart in this fashion can be an aid to program planning. Without such a plan, certain necessary steps might be overlooked.
CHECKLIST FOR METHODS
Flows naturally from problems to objectives
* Clearly describes program activities
*States reason for selection of activities
*Describes sequence of activities
*Describes staffing of program
*Describes clients and client selection
Presents a reasonable scope of activities that can be accomplished within the time allotted for program and within the resources of the applicant
Evaluations
Most funding sources will require that your proposal contains an evaluation section. Your evaluation should have two components:
Product Evaluation (Outcome Evaluation) - this evaluation uses procedures that determine:
1)The extent to which the program has achieved its stated objectives.
2)The extent to which the accomplishments of the objectives can be contributed to the program.
Process Evaluation - is the second component and examines the conduct of the program. The process evaluation utilizes procedures that determine:
1)Whether the program has been conducted in a manner consistent with the plan.
2)The relationship of the different program activities to the effectiveness of the program.
Why Evaluation is Important
Some of the many reasons for including an evaluation design in your proposal, other than the obvious reason of its being required by the funding sources are:
- Designing a product evaluation, forces you to examine the clarity of your objectives, the ease with which they can be measured, and the possibility of their being achieved. For this reason, you need to consider the concept of program evaluation at the beginning of and throughout the planning process.
- Process evaluation may allow you to achieve economics in the conduct of your program, as you examine the costs and benefits of different aspects
3. Process evaluation allows for the redirection of your efforts, as you determine which elements of your methodology have or do not have the desired results.
4,Evaluation can provide administrators with data on which to base program decisions.
5. Evaluation can provide staff with data to reinforce their efforts or recommend new directions in which to move.
- Evaluation, when is shows evidence of the strengths of your program, can provide motivation to clients and potential clients of the organization of the program.
7.Evidence of prior program evaluation reassures current and future funding sources of the sincerity of the applicant.
- Evaluation data is a powerful instrument for an agency's public relations program.
- Evaluations can help others in your field to anticipate problems in implementing similar programs and provide yardsticks against which they may measure their success.
Who Should Conduct the Evaluation?
Should the evaluation be conducted by someone outside the organization or an individual consultant? Involving an objective "outsider' may improve both the planning and the evaluation of the program. Evaluation by an insider, who knows more about the real issues of the program may be an asset. However, they may suffer from an awareness of the potential effect of an evaluation on staff performance and the organization's reputation.
Some considerations of the "inside" or "outside" evaluations are:
If done Outside - what it will cost
- will the evaluator have a reputation that will enhance the credibility of the application
- will the evaluator be likely to align himself, for better or worse, with the management who is paying the bill or with the staff whose work is being assessed
If done Inside - what will it cost
- is anyone on staff or on the board competent in the area of evaluation
- will an inside evaluation threaten staff and reduce the accuracy of the evaluation
Designing the Evaluation
A sequence of useful steps you may wish to consider in developing the evaluation process of a proposal are: