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PREPARING A PROJECT PROPOSAL

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Introduction

An NGO seeking support for the implementation of a project will normally have to prepare a project proposal for potential funding agents.

A proposal should reflect the result of a careful planning process.

It provides a potential client or funding agency with details of the planned activities and the costs of those activities.

It should also provide sufficient information about the organisation making the proposal to enable the reader to assess the organisation’s experience and capabilities.

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Some finding agencies may have their own guidelines for proposal content and format. Where no guidelines exist, the following will help you to structure your proposal.

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The proposal components

SUMMARY CLEARLY AND CONCISELY SUMMARIZES THE PROPOSAL

I. INTRODUCTION describes the applicant’s qualifications or credibility.

II. PROBLEM STATEMENT/ NEEDS ASSESSMENT documents the needs to be met or problems to addressed by the proposed activities and/ or funds.

III. GOALS, OBJECTIVES AND TARGETS what the programme aims to achieve, giving specific and measurable results.

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Contd…

IV. STRATEGIES AND ACTIVITIES describes the activities to be carried out to achieve the desired results.

V. MONITORING AND EVALUATION presents a plan for tracking project progress and for determining the extent to which the objectives are achieved.

VI. SUSTAINABILITY how the project activities or results will be maintained after the end of the project.

VII. BUDGET details the project costs and proposed sources of funding.

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PROPOSAL SUMMARY

The summary is a very important part of a proposal. It will probably be the first thing that a client or funding source will read; it may be the only part of the whole proposal that a busy manager has the time to review.

The summary should be clear, concise and specific. It should describe the organisation making the proposal, the scope of the project, and the projected cost.

Aim to keep the proposal summary to maximum of two pages (one page is even more desirable.)

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Introduction This is the section of the proposal where you build the

credibility of your organisation as one which is capable of effectively carrying out the proposed project.

What gives organisation credibility in the eyes of a client or funding source will depend, in part, on the interests and characteristics of those to whom the proposal is being submitted. A more conservative funding source may be responsive to persons of prominence on Board of Directors, to how long your NGO has existed or to other clients or donors with whom you have worked. You should use the introduction to reinforce the connections you see between the interests of your organisation and those of the agency to which your proposal is intended.

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In this introductory section, you might include: How, when and why your organisation was

established. Anything that is unique about the way your

organisation got started or about its work. The missions or goals of your organisation.

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Your organisation’s most significant accomplishments. It your NGO is new, then you could quote the achievements of individual staff or Board members in their previous roles.

Previous work that the organisation has carried out for other agencies, or support it has received from other organisations. Letters of endorsement could be attached in an annex.

The credibility you establish in your introduction may be more important than the rest of your proposal, but still try to be as brief and specific as you can.

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Problem statement of needs assessment This is where you describe the specific

problem or problems that your proposal is intended to resolve. You need to narrow down your definition of the problem you want to approach to something that you can hope to accomplish within a reasonable amount of time and a reasonable level of resources

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Don’t try a paint a broad picture of all the problems facing a community; this will only alarm those who receive your proposal.

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Contd…

Define clearly the problem (s) with which you intend to work. State how you know that a problem exists; a few key statistics might be helpful here. Make a logical connection between your organisation’s resources and experience and the problems and needs to which your proposed project is responding.

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Project goals and objectives Having clearly defined the problem(s), your project’s

goal and objectives should be designed to offer some resolution of these problem(s).

Differentiate between (a) objectives and strategies; and (b) activities. An objective states what you intend to achieve.

One way of ensuring that you have a clearly defined objective is to check that your objective states: who is going to be doing how much of what, when, and how it will be measured.

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Strategies and Activities Having described the problem and your objectives

(which indicate a solution to or reduction of the problem), now you need to describe how you will bring about these results. The strategies and activities are your project’s methods of achieving its objectives. A strategy describes, in general terms, your approach to achieving the objective. Activities are the particular steps that will be taken to implement the strategy.

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This section of your proposal should also clearly describe the activities to be carried out, who will carry out the activities, the sequence of activities, and a timeline for their completion.

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Monitoring and evaluation Monitoring is the collection and review of

information about progress being made in the implementation of the project. Evaluation is the process of collecting and analyzing information about the impact and effectiveness of the project. Your proposal should describe the monitoring and evaluation plans, stating when these activities will be carried out, how they will be carried out and by whom.

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Sustainability Both clients and funding sources want to know how

the project activities (or project results) will be maintained after the project is over. In terms of donors, a promise to look for alternate sources of support is not sufficient; you must present a plan that will assure the donors that you will be able to maintain the new program often the external funding has come to an end. In the case of services to be provided to a client, you must include a plan for how these services will be continued (if appropriate) after your project has ended.

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Budget A summary budget should appear in the

summary at the beginning of the proposal. A detailed budget should appear at the end of the proposal.

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PROPOSAL CHECKLIST

The checklist below is designed to help you in the development and improvement of the proposal. You can use it to check that you have included all the necessary information and that the content is clear and concise.

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Proposed Checklist

SUMMARY: CLEARLY AND CONCISELY SUMMARIZES THE REQUEST

1. Appears at the beginning of the proposal2. Identifies the applicant3. Includes at least one sentence on credibility4. Includes at least one sentence describing the problem5. Includes at least one sentence relating to project objectives6. Includes at least one sentence on methods7. Includes total cost, funds already obtained and the outstanding amount

required.8. Is brief, clear and interesting

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INTRODUCTION:Describes the applicant agency and its qualifications for funding (credibility)

1. Clearly identifies the source of the proposal 2. Describes the applicant agency’s purposes and goals 3. Describes the applicant agency’s programs and and

activities 4. Describes the applicant agency’s previous/current

clients 5. Provides evidence of the applicant’s accomplishments 6. Is brief, interesting and free of jargon.

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PROBLEM STATEMENT/NEEDS ASSESSMENT: Relates to the purposes and goals of the applicant agency Is of reasonable dimensions (not trying to solve all the

world’s problems) Is supported by evidence and/or statements from

authorities. Is stated in terms of client’s needs – not the applicant’s Is not stated in terms of “the lack of a program” Does not make unsupported assumptions Is free of jargon, is as brief as possible, but makes a

convincing case.

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GOALS AND OBJECTIVES: Describes outcomes of the project in measurable terms

At least one objective for each problem which is to be addressed by the project.

The objectives describe the results – not how the results will be achieved.

Describes clearly who will benefit from the project. States the time by which the objectives will be achieved The objectives are measurable.

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METHODS: Describes the activities to be carried out to achieve the objectives

Flows naturally from the problems and objectives Clearly describes the project activities States reasons for the selection of strategies and activities Describes the sequence of activities States who will be responsible for which activities. Presents a reasonable scope of activities that can be

carried out within the timeframe and resources of the project.

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MONITORING AND EVALUATION: Includes a plan for monitoring progress in project implementation and for evaluation of project effectiveness.

Describes the indicators that will assist in monitoring and evaluating project accomplishments

Presents a plan for evaluating the project achievements States who will be responsible for monitoring project

implementation States who will be responsible for project evaluation Explains any instruments or questionnaires to be used States when formal monitoring and evaluation will be

carried out.

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SUSTAINABILITY: Contains a plan for continuation of project activities beyond the life of the current project

1. Presents a specific plan to obtain future funding if program will require continued financial support.

2. Describes how the project will seek to develop self-reliance for continuation of project activities beyond the project period.

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BUDGET: Identifies total project costs, existing sources of funding and net costs requested.

Supports information given in the description of the project

Is sufficiently detailed to identity all calculations and unit costs

Does not include any unexplained amounts Includes all items to be charged to the project. Includes all items to be paid for by other sources Is reasonable and sufficient to perform the tasks

described.

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MONITORING

Monitoring is an instrument in the implementation of a programme to ensure its completion within budgetary allocation and time schedule.

It has to be in-built into a programme.

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Contd…

Monitoring not only includes the quantitative appraisal of the performances in relation to the targets but qualitative assessment as whether the objectives of the social welfare programmes are being fulfilled.

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It is a process which helps in detecting the flaws, assists in decision-making and enables in giving direction to the programmes

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Contd…

Monitoring is normally used to send feedback information for initiating corrective action with a view to bring the lagging areas back on course.

It may also include a review of the corrective action taken in response to the feedback, and flow of up-to-date information in various levels within the organisations and to the outside agencies.

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Main purpose

It is not just reporting the progress at different intervals on physical and financial targets achieved or inputs (building, personnel, supplies, etc.) provided for the implementation of the programme.

It is a system for the two-way flow of information, both laterally and vertically; to aid in decision-making and is timely action.

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Content of Monitoring

The content of monitoring depend upon the objectives of the programme.

Define the quantitative terms the objectives of the programme

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Techniques of Monitoring

Design for an effective information system Collecting, processing and reporting the data

necessary for planning and control. The development of any information system must

be specifically oriented to the needs of the organisation.

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Use of performance-budgeting

Provision of better budget and accounting system would go far toward improving management in the area.

A budget is a financial statement of expected results expressed in numerical terms. It is quantification of a plan.

A budget is a financial representation of the plan for the purpose of accounting.

Cost accounting is defined as a means of keeping the financial records of the organisation in a manner permitting costs to be associated with the purpose for which they are incurred.

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Network techniques : PERT/CPM

Basically techniques of project management to ensure effective planning, implementation and review of project.

Network techniques focus our attention on these activities which need our top priority to accomplish results.

CPM helps the executives to estimate the cost of project programme realistically.

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Contd…

These techniques ensure the timely completion of the project programmes.

These techniques can help in locating the factors responsible for the slow progress of the project programme; a timely action can help the executives to ensure timely completion.

These techniques help the executives to make rational decisions.

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Work study

Aims at the elimination of inefficiency in the functioning of management and administration through ensuring optimum utilization of resources - men, money and material.

Raise productive efficiency of organisation.

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Organisational analysis

It is a technique to ensure the achievement of maximum results with minimum cost in terms of human and material resources by the organisation.

Ensure good organisational climate. Good organisational structure doesn’t by itself produce good performance. But a poor organisational structure make good performance impossible, no matter how good the individuals may be.

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Social Cost Benefit Analysis

It measures the benefits in terms of the positive effects of the project and the costs in terms of the negative effects of the project.

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Supply system

Adoption of modern management techniques will have a quicker pay-off in improved services at reduced cost.

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Conclusion

If monitoring is followed…… the programme goals would be clear to the functionaries. the machinery for implementing the programme would be

suitable. the staff would have the required competence the target group will be well-motivated financial and community support would be available the outcome would definitely be encouraging the delivery of services being as per requirements, attainment of the objectives of the programme would be

naturally be achieved.

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PROJECT EVALUATION

The project process has three dimensions: Project Formulation Project Administration Project Evaluation

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Project Formulation

Finance Goals and objectives Strategies Programmes

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Project Administration

Communication State of preparedness Man-power Supply of infrastructure Monitoring

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Project Evaluation

What to evaluate? – related to objectives How to evaluate? – Methodology Where to evaluate?

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Contd…

Evaluation must ensure objective assessment of the performance. Careful evaluation is the backbone of all social welfare programmes. It is indispensable as a guarantee of effective use of resources and of accountability for their use.

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Contd…

According to some authorities, evaluation is essentially an achievement audit; a systematic and continuous enquiry to measure the efficiency of means to reach their particular preconceived ends. It has also been called social audit.

The purpose of evaluation is not to just to locate lapses but rather to give objective data on various aspects of the programmes and thus serve as an aid to decision-making.

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Aspects

Evaluation is concerned mainly with the impact and accomplishments of programmes.

The costs of implementing the programme and whether it is possible to get more results out of the funds available.

The operations involved in the implementation of the programme. The extent to which it has been able to tackle the problem and produced the desired results.

The impact of the programmes

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