Proposal Writing for Environmental Funds Tanzania
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1 Proposal Writing for Environmental Funds Tanzania Paquita Bath September 2011
2 Funding Projects Most funders have a rigorous, careful process for selecting projects. They usually have a set of priorities or considerations against which projects are assessed. Investigate the requirements, templates and timelines and your connections with the funder prior to writing your proposal.
3 Lifeweb
4 FORMAT FOR PROPOSALS Statement Executive Project Of Summary Description Need 4 Budget 5 Organization Information 6 Conclusion
5 1 EXECUTIVE SUMMARY 1. Statement of your case 2. Summary of the entire proposal 3. Clear ASK
6 2 STATEMENT OF NEED/PROBLEM 1. What is the current status of the problem? 2. Measurable target goal (conservation or sustainable livelihoods)? 3. What is your theory of change?
7 3 o Explain your project and strategy o How will it be implemented and evaluated o Nuts and bolts of the project o Who are your key partners? o Have similar interventions been effective elsewhere? o What is new and innovative that has potential for replication/scale?
8 3 Project Constraints 3 Scope Logical Framework Schedule Quality Budget 3
9 STRATEGY 3 Vertical Logic EF Mission Goals Conservation Threat reduction Outcomes Activity Outputs Activities
10 3 Logical Framework Goal what results do we expect? (Long-term conservation/socio-eco impact) Outcomes measurable threat reduction Outputs immediate deliverables Activities what we will do Indicators of Achievement how will we know we've been successful? Risks and Assumptions what assumptions underlie the structure of our project and what is the risk they will not prevail?
11 Risks and Assumptions Activity What do you need to happen for your activities to be completed successfully? What conditions and resources are you assuming will be in place? Outputs What factors outside of your control must be present to achieve the outputs you need? Outcome To achieve the desired outcomes, what external factors do you need to have in place? Goal What are the necessary conditions for long-term viability of the project goal? 3
12 Logframe Matrix Indicators of Achievement Important Risks and Assumptions Goal Then Outcomes Then Output If Then and If Activities If and 3
13 Project Success Accurate Logframe Excellent Execution Goal Inaccurate Logframe Excellent Execution Accurate Logframe Poor Execution Inaccurate Logframe Poor Execution From FOS Nick Saflasky 3
14 3 Project Constraints Scope Logical Framework Gantt Work plan Schedule Quality Budget 3
15 3 Work Plan A schedule for implementing an action, monitoring, or operational plan. Work plans typically list: What activities are required; Who will be responsible for each activity; When each activity needs to be done; Resources required to complete each activity; and How much each activity will cost and what is funded Accompanied by a budget.
16 4 BUDGET Program Goals = $ Cost Feasibility Monetary Blueprint Set Clear Benchmark ESTIMATE!
17 Vertical Logic Goals Outputs Activities Budget 4
18 Logframe Matrix Indicators of Achievement Important Risks and Assumptions Goal Then If Outcomes Then Output If Then Activities If and and Budget If and 4
19 Direct and Indirect Costs Direct costs are expended on project! Salaries Consultants Transportation Materials for workshops Per diem Equipment rental Project newsletter Boat rental 4
20 Indirect Costs Indirect costs are applied as % to project! Utilities Rent Copier machine Administrative Staff Executive Directors CORE COSTS OF STAYING IN BUSINESS Overhead is also called Indirect Cost Rate 4
21 Difference depends on use! Direct Costs Salary of Grants Manager Grant application media announcements Supplies flipcharts, training materials Telephone cell phone operation in region Indirect Costs Salary of Exec Dir Rent of EF Headquarters EF envelopes copy machine, library Telephone voice mail system. 4
22 Look at all your costs and apply to direct or indirect! Telephone Office Supplies Photocopying Postage Computer 4
23 Indirect Cost Rate Total Indirect Costs of EF Total Direct Costs of EF Example: 12% x all Direct Costs for your project! 4
24 CHECKLIST 3 ITEMS Indirect Cost Rate DON T Add Miscellaneous Add non-justified contingency Round up too much DO Control indirect costs Curb administrative expenses Set an overhead rate and ask donors to support it Justify over 10% For NGOs get institution-building grants 4
25 5 ORGANIZATIONAL INFORMATION Case Statement why are you the best for implementing this project Niche in comparison to other actors Attachments: Audits Articles of Incorporation/Bylaws List of Board members Letters of support
26 6 CONCLUSION Summary of the proposals main points. How will you (or others) evaluate the impact of the project? How will you use the information collected in the evaluation to improve the quality of your work and contribute to the field?
27 Questions / Discussion
28 Extra slides as needed Schedule
29 Gantt Chart Breaks down work into a clear structure Helps you plan sequencing of activities Gives you a basis for scheduling Helps you to work out the critical path for a project with an end date. Allows you to plan the allocation of resources needed to complete the project, and Can be easily manipulated on Microsoft Project or graph paper
30 Start with Activity List Activity Start Length Type Dependent Week (#days) A Intro mtg with fishing coop 1 3 Sequential No B Manage household survey of fish 3 14 Sequential A catch/consumption C Review coop historic catch 2 21 Parallel A records D Share info with coop 4 3 Sequential ABC E Meet with tackle salesmen 1 3 Parallel no
31 Draft Gantt by Activity A B C D E Week 1 Week 2 Week 3 Week 4 Meet with Fishing Coop Survey Review Report to Coop Tackle salesmen
32 Final Gantt by Timeline A E B C D Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Meet with Fishing Coop Tackle salesmen Survey Review Report Critical path
33 Negatives of Gantt Chart Great for small projects -- Can get overly complex with very large projects >30 activities hard to follow Large # of dependencies creates clutter
34 3 Project Constraints Scope Gantt Pert Schedule Quality Budget
35 PERT (Program Evaluation and Review Technique) PERT / Critical Path Analysis more conservative time estimates. 1. Estimate the shortest possible time each activity will take, 2. Estimate the most likely length of time, and 3. Estimate the longest time that might be needed. (shortest time + 4 x likely time + longest time) 6
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