HOW TO WRITE A WINNING PROPOSAL

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1 HOW TO WRITE A WINNING PROPOSAL WHAT IS A PROPOSAL? A proposal is a picture of a project, it is NOT the project. In that sense, it is based on your project plan but may be quite different from the Project Plan, which is a document you use as you work in the project just as an architect uses the house plan when the house is constructed. The intent of the proposal document is to sell to a donor, or to supporters, what is in the project plan. You want the donor to understand what you want to do, how you propose to do it, and mostly why. It is a document prepared to CONVINCE of the value of the project. It should not be based on emotions, it should be based on facts, information and solid rationale linking the WHAT to do with the HOW to do it, and WHY. It is good to follow this advice: A proposal is not just a "shopping list" of things you want. A proposal must justify each item in the list of things you want, so that a donor agency can decide if it wants to provide some or all of those things. You must know (and be able to communicate) exactly what you want to do ( ) It is important to carefully formulate and design your project. It is equally important to write a proposal which will attract the necessary funding. WHAT IS IMPORTANT IN A PROPOSAL? The proposal has to build the understanding of a donor or supporter about a situation that prevails which needs to be addressed, it has to convince that donor that to properly address the situation, your organization has a good idea to propose (the donor agrees with your idea), and finally, it has to convince the donor that the idea you propose is reasonable (in time, cost, targets, methods used, etc) for what needs to be addressed: in other words, the donor supports your proposal. In order to get the donor s commitment, you therefore have to provide 3 large pieces in your argument of proposal: Understanding the situation: Understanding the situation will be possible for the donor only if you give clear INFORMATION (the Context, the Background to the project, details about the situation that needs to be addressed. Also, if you use certain methodologies, or approaches, you need to give some information about what they mean, how they function. For example, if the project is using a Cash-for-work model, you need to have at least some information about what that means, how it works. Many potential donors may not be familiar with methodologies, so don t assume everyone knows what you are talking about. But be careful: a proposal is not a long theory about methods. You need to give the right information, but JUST the information needed, NOT TOO MUCH. Agreeing with your idea and your plan to address the situation: For donors to agree with your proposed plan (the project ), you need to establish a clear line of reasoning that justifies what you propose: why is your proposed action the right thing to do? What is it going to change? How do you understand the process of change happening between the situation that needs to be addressed and the project plan you have? For example, if your project focused on Capacity-building of women s groups so they can manage

2 income generating activities, you have to be specific and explain what type of capacitybuilding activity you will take on, why those ones specifically, and how it will change the situation. Concretely, for this example, it may look like it this in a narrative form: In addition to creating opportunities for women to get involved in new income generating activities, this project will ensure that women s groups are able and confident to manage their activities on their own. By ensuring that they don t depend on men or on external support to manage their activities, this project will empower women to remain in control of their activities, their choices, and the revenues they generate. We expect that this empowerment will lead to positive impacts within the household and families. The same example can also be translated in a summarized bullet form used in proposal templates, as follows: Objective: Women organizations become fully functional and autonomous in their activities Activities: Capacity building of women organizations in literacy, basic math skills and bookkeeping, basic banking procedures, etc Set up women s groups management committees Follow-up of women s groups and support to launch of new activities Etc Expected results: Women are able to manage their income generation schemes in an autonomous way, making them able to control their income, keep power to make decisions and manage their own revenues. Women managing their own resources will improve living status of households and families as women s choices of investment mostly target education, health and nutrition. Now, once you have made a clear link for the potential donor about what you propose to do and how it will impact successfully on the situation, the very important stage you need to complete, is getting that support you need: the donor s commitment. What makes a donor commit, when they see a strong and positive argument for the project, is often the how : is the budget your propose to undertake this project reasonable? (there has to be a good ground for the proposed investment. For instance, from a donor s point of view, a million dollar project for a target of 80 households will be hard to accept, but a million dollar project for 5,000 households may be a reasonable scale). Is the method you propose logical, innovative, and likely to succeed? Are there contributions coming from the community, or coming from other sources, that show stronger buy-in into this project? How committed is the target group, do they own this project? How will this project be sustained in the future: is it likely to be permanently requiring outside resources? Is there a plan to reduce or eliminate in the future the dependency on external sources to maintain this change created by the project? These hard questions all have to be addressed in a good project proposal. THE LANGUAGE AND FORM OF A PROPOSAL: The language we use in a proposal if very important. It should be simple, and effective. Clear, shorter sentences are preferable to long lectures and heavy conceptual language. You should

3 also stay connected to the subject, not high philosophical sentences about the meaning of life. A proposal should be well written to be convincing and to achieve the results expected. It should be in a good, user-friendly format, not too long in its core information (it is better to use appendix if there is a need to get into more details, that filling the main proposal with too many details) There is NOT ONE WAY TO WRITE A PROPOSAL. There are donors who have their own templates and guidelines, which you must follow. But also, donors have specific expertise or choices in what they can fund, they have sectors of projects they support, they may have some vision or philosophy about development that will influence what they prefer. And they have many demands, so you are competing with many other groups who need funding. So you have to do your homework about the potential donor BEFORE you write the proposal. MATCHING PROPOSAL WITH DONOR: Starting with your Project Plan (ie the master document done before the proposal is defined), do some research about the donor you propose to seek funding from: do they fund peace building, do they fund women empowerment, do they like capacity-building and civil society strengthening? what are they likely to be interested in: content AND approach? If you can access this information (maybe on the internet), look at what they have supported in the recent past: what type of projects are they funding? Where? How large? with what components or sectors? Increasingly, donors are interested in projects that have connection with development initiatives that are already happening in the area, project that build on action that has already taken place and been successful. There is growing interest in innovative approaches, that are replicable (ie that can be transposed and used in other areas). Donors like to build on SUCCESS. If you have a success story that used the same approach, or a success story of something about this community proving it is entrepreneurial, committed to its won development, etc, USE THIS SUCCESS STORY. A proposal should of course focus on what there is to do and what has yet to happen, but to make a case for that, using something that has been done or that has happened and has been successful, is a very good way to make the case stronger. They prepare your strategy by asking yourself, based on the information you collected: what is this donor most likely to fund in OUR PROJECT: all of it? only parts of it? Which part or component could we propose to that donor if we are not likely to get the whole project supported? NOTE: it is always good to contact a donor, to ask whether they would consider your whole project or parts of your project that closely relate to their area of interest. A phone call or an message to a potential donor before defining your proposal may save you lots of time and energy. The donors may have their own template, in which case you should definitely organize your content and thoughts to fit into their template. If they don t have a template, you should follow more or less the proposed guidelines that follow. Almost all UN and government agencies, foundations and private voluntary agencies have their own proposal format, that they will want you to follow. If you are not in contact with a local or regional representative, write a letter requesting information as to proper procedures, application format and funding requirements. While format varies, the same information is asked for by all agencies and foundations. Find out the budgeting cycle of the agency, whether annual, quarterly or ongoing. Check to see if there is a closing date for

4 application. 1 GUIDELINES FOR PROPOSAL DEVELOPMENT This section is not intended to tell you WHAT to write; you have to decide what to write. This will give you instead some ideas about HOW to write it. Use peers, colleagues and even people who are not at all involved in the project, to give you feedback on the proposal as you are drafting it. For instance, if someone completely out of the project is able to undertand what you want to do, and how you propose to do it, you are on the right track. If external people have too many questions and they are not clear, than maybe the donor who receives the proposal will nto be clear either. This means you have to make adjustment: seek advise and ideas. The content of your proposal may vary in terms of where you put what information, and what title you give to that information (some say background in general, to include both the context and the background to the project, whereas others will have these 2 elements separated). Again, there is NOT ONE SINGLE RIGHT WAY TO WRITE A PROPOSAL. The right approach is to be clear, logical, informative, and build a solid argument. You have to use your judgment and the judgment of other people who you think can help with decision about how to present the project case. If there are no templates provided by the donor, or if you want to create a generic proposal that you then can customize (ie cut and paste certain parts to suit any donors templates later on), you can follow these guidelines to have a proposal with all the required elements for the majority of donors: 1. Title Page (Cover): This is a single page: the front cover of the proposal document has to have:. Project title (see note);. Location of the project;. Name of the organization; date presented. Contact person and address, phone (that may also be in a covering letter instead) Note: On project title, you need to reflect the sector, location or CHANGE expected by the project. The title should already give an indication of what we are talking about. For example: Masai women project is not a good title because it says nothing about the project: just the community, and is very large. But Income diversification for Masai women groups in Meru area of Kenya is a good title because we see the concerned community, in what geographic region, what country, the specific group in that community, the sector of the project income generating activity the type of activity it will be diversification of livelihood, so that means something new will be done that is not done now 2. Context: This is a paragraph or a page that provides a quick picture of the community where the project would take place: where, how big, livelihoods, resources, key assets, key issues. It should not go 1 From Phil Bartle, PhD,at:

5 into much details but gave a good understanding of the place and situation in which the project proposes to take place. 3. Background: Sometimes, the context and the background can be together. But the background refers to the origins of this proposed project. What was the idea, or the concept, that originally came about to define this project. What is the problem, or situation that needs to be addressed. How many people are targeted or concerned with this (may be the same as the community described in the context but maybe not: be specific. This is part of the scope of the project: how large is the project, how many people or household, how many components or sectors. If this project builds on actions done on the past, you should explain this. If it is continuing activities or tying in with other programs or projects that already exist, be clear about that too. But if you want funding for ongoing operations of your organization, you have to be aware that most donors don t want to support this aspect, or ongoing activities that will constantly have to be subsidized or supported, with no sustainability in sight. " They are interested in supporting activities which highlight the needs of the most vulnerable and distressed but promote self reliance. Be concise, don t go too far or in too many details that don t serve to understand better the project you are proposing. Focus on the change that needs to happen on which this project will act. The background Be mindful to avoid presenting it as an idea imported and pushed on the community. The more community ownership you can mention in the background, the better it is. Tell how the need for this project was identified and who was involved in developing the project. It is really better to show how you involved the whole community in identifying and prioritizing problems (using participatory approaches). 4. Goal and Objectives: This is a key part of your proposal. The Goal is the ultimate achievement of the project, what you want to create as a result of the project. The goal of your project should be to solve the problem or problems identified and mentioned in the Background. A Goal is very broad, and general. It is a short statement, that should be concise and complete in one sentence preferably. Objectives: are sub-sets of the goal, in the sense that they are specific, and can be measured. They can be tied to a certain period that it will take to achieve them, and can be verified. Objectives are measurable. They should be written in vie of the end results you expect in the project, not how you achieve those results. For example, taking our previous case of Capacity-building project, the Goal could be: - Network of functional women s groups in XYZ(location) improve livelihoods of households and communities. Some of the Objectives could be: - Capacity and ability gained for 10 women s groups in the area of basic literacy, math, banking and management of income-generating schemes - Adequate structures for self-management set up for 10 women s groups - Three Income generating schemes that fit with local markets opportunities have women s groups active in start-up 5. Expected results:

6 You mention here what the expected benefits will be as a result of this project. If it is not repeating what you have already said in the Objectives, you mention what hopes to be achieved through the respective outcomes. For instance, within the same example, we may have 10 women s groups will have gained capacity and abilities that will not only make their own groups functional, autonomous and in control of their revenues generated, but will consequently translate into benefits at the household and family levels. It is demonstrated, in our baseline data, that in this community, women tend t invest revenues and resources in school expenses, better food, and health care provisions for elderly and children. This will ultimately improve the conditions of the whole community. This is one of the expected result. 6. Target Group and stakeholders: In this section, you describe who will be concerned, targeted by the project. It includes first the people who will be involved in the activities, involved in the project management and ongoing implementation, the people who will benefit from the results of this project (primary and secondary), and finally, the people that are stakeholders in the project. This may mean neighbouring communities, government offices and extension workers, etc. But make sure that you mention here targets as opposed to institutions or people who are on the administrative side of the project implementation. This should appear in another part, about the Implementing structure (or Implementing organization) 7. Activities (Inputs): The section on Activities must identify the breakdown of the Objectives stated. Based on the Objectives of the project, what activities need to be happening. "Given the objectives and strategies, what activities must be implemented or started to reach the objectives?" For example, in the same example we mentioned above, in the objective of building capacity what kind of activity must take place for the attainment of this objective? What subject or specific skills will be developed? for whom? how long? And what follow-up? Once you have identified the activities to be undertaken under each goals, you can break them down further under a list of tasks (more detail about each action that should be done under each activity), and prepare a GANTT chart listing the activities, tasks, who when where. There are many examples of GANTT charts, you have to choose the model that best suits the need to show a complete Action plan to the donor, and contain all the information you will need when implementing the project. It is useful in participatory projects to also include a GANTT chart model that uses pictual representations, for the community to understand. But it does not have to be the same used in your project proposal. 8. The Schedule (Each Action When): If you don t already have it in the GANTT chart format, you need to have a section that proposes timelines for the project. You are not likely to get any funding for an open ended project ( it depends, we will see what we will see approach is responsive to community s progress but unfortunately, it does not "sell well with donors). The more specific you are about the plan s timeline, the better. You may wish to use a diagram or bar chart to mark out the calendar events. Include in the work plan the phasing of the project; how one stage of the project leads to the next.

7 Also, mention how long will the support be needed: ie how long will the project s money take to be spent? When will the project end, or when will the project be locally self supporting? 9. The Organization (Profile): In this part, you describe briefly your organization, if oit manages and / or implements this project. What is your mission, what are your key objectives as an organization, where have you worked/ where do you invest (sectors/ integrated development/ micro-credit?), who has supported you in the past and supports you now? What is the organization s management structure and how does it fit with the need to manage this project? (you have to show here that you are competent and have a track record in managing similar initiatives. This is where the donor assess whether it is safe and likely to succeed by investing in your organization to do this project. They may like the project, now they also have to like you in the driving role of this project. The abilities and experience of your organisation's members, your human resources, may well be your greatest asset. Indicate the kind of assistance your organization expects to receive from possible collaborating agencies. Attach additional organizational information, such as an annual report, if available. Explain:. How will it be done?. Who is responsible for the project?. Who will implement (who will do it)? and. Who will direct the implementation of the project? 10. Costs & Budget: In a complete proposal, there is a narrative part attached to the budget that mentions the rationale for the costing. There may be a total estimate of the value required and invested in this project. For instance. Community input, in money or time or people or material, is something of VALUE, that adds to the objective value of the project. You make a case not only for money needed to come in from outside, but your chance is higer if you should that it has a total BIGGER value that just what you are asking the donor to contribute. You should also use a narrative part to add notes and explanations about Analysis of what the costs imply: you should discuss those budget lines that may need explanation. It is a good idea as well to prepare a summary cost-benefit analysis: ie relate the quantity of the objectives reached, to the total costs, and calculate a per unit cost (eg the total cost divided by the number of children taught literacy will be the per unit cost of teaching literacy) Summaries or totals of the following information may help some donors to decide:. local costs;. external costs;. methods of financing;. local versus foreign exchange needed;. all non-financial contributions by the local community (each costed with a money equivalent);. methods to obtain supplies (where and how purchased); and. proportion of total costs requested in this proposal.

8 The complete budget, line by line, should be in Appendix rather that in the core of the proposal. 11. Monitoring, Evaluation and Learning 2 : Monitoring should be done by:. the affected community, represented by the local committee;. Your agency or organization (specify who in it) ; and. Your donors.. How will achievements be measured?. How will they be verified? Monitoring and follow-up should be built into the project activities. Part should be continuous self evaluation by you (the implementing agency). Evaluating your own project while it is under way will help you and your donors see your progress and accomplishments and the choices available for future action. The emphasis should be in monitoring for results, rather than just completed activities. Many donors are disappointed when organizations just reflect of activities completed because these activitie are just ways to reach RESULTS, and the monitoring and reporting should really be about RESULTS more than activities. But there is no harm in also reporting activities if the reports are brief. The reporting of achieved results, as compared to planned objectives as defined in your project proposal, is essential. 12. Reporting plan: In any agency-funded project, accounting and accountability are very important. In your proposal, your reporting procedures should describe: "how often, to whom, including what?" Many donors have their own specific requirements, so it is udeful to have conversations with the prospective donor ahead of time about reporting. 14. Appendices (Attachments): These are pieces of information that contain more details and are accessory to the core document. Typical of documents to put in appendices are:. lists;. diagrams;. detailed budget;. job descriptions; and. any other necessary detailed documents. Appendices can include any other material that will allow officers of donor agencies to decide whether or not to approve funds. The purpose of the appendices is to be able to include all the necessary and important details (which the meticulous reader will examine), but not in the text of your document where you want a smooth flowing, brief argument. It tucks those details away for use when wanted. 2 Same reference as above in 1.

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