12 tips for writing a winning proposal

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12 tips for writing a winning proposalBy Michael W. McLaughlin

The words "send me a proposal" are music to the ears of many consultants. The invitation towrite a proposal is a milestone in the sales cycle an opportunity to get one step closer to a

client and a new project. Even though they might not really enjoy writing proposals, most

consultants jump at the chance because they believe that exciting, lucrative work might be rightaround the corner.

A great proposal can be decisive in winning a project, while a poor one can cause you to lose aproject, even if everything else in the sales process has gone flawlessly. Follow these 12 tips toa write a killer proposal every time.

1. Create a powerful, but concise executive summary Decision-makers start with andfocus on the executive summary, so create this section with that fact in mind. When

writing the executive summary, assume that the reader knows little or nothing about theproposed project.

2. Quantify the results that the client can expect from engaging you Some consultantscreate proposals that overemphasize their consulting process and methodologies. Clients

buy results, not tools or methodologies.3. Be generous with your ideas You may fear that revealing your ideas about how to

solve a problem during the proposal process could result in clients taking those ideas andcompleting the project themselves. In rare cases, that may happen. But you'll have more

success if you don't hoard your ideas. Use them to show clients that your team thinks andapproaches problems in creative and innovative ways.

4. Size does matter Keep your proposals as short as possible, while meeting the client'srequest. Think quality, not quantity.

5. Focus on the client Many proposals begin with a long discussion of the consultingfirm, describing its qualifications and history. Focus your proposal on the client's needs

first, and then describe your firm's capabilities. Remember, clients care only about how

you'll address their issues, so show them how you'll do that.

6. Beware of best practices The client may view your liberal use of "best practices" as aconvenient crutch. Instead of relying on answers that worked for a previous client, find a

blend of outstanding practices and innovative solutions that fit your client's particularneeds.

7. Be accurate If you are using client data to support aspects of your proposal, double-check and triple-check that information. It's easy for facts to be misunderstood and

misused in a proposal. You'll risk turning a winning proposal into a loser if you present

inaccurate data to the client.

8. Sweat every detail Watch for typos, use high-quality materials, and make sure that theright people receive the proposal on time.
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9. Rewrite your resume for every proposal Highlight the skills in your resume thatdemonstrate your qualifications for the project at hand. A boilerplate resume is rarely up

to the task.10.Finish early Let your proposal sit for a day after you've completed the final draft, and

then reread it completely before sending it to the client. You're likely to come up withsome new ideas that enhance your work, and you may find errors that you missed earlier.

11.Let your personality shine through Give clients a sense of your firm's culture and its

style of working. The traditional, stilted language of many consulting proposals doesn'thelp clients answer the all-important question: What will it be like to work with theseconsultants?

12.Don't let your claims outdistance your true capabilities Some proposals tout theexpertise of the consulting firm by referring to past successes with similar projects. These

testaments to past achievements are important, but be sure that the capabilities of theproposed consulting team can live up to your firm's claims.

The proposal is a crucial step in the consulting sales cycle. Don't trip by providing a misleading,

sloppy proposal. Instead, engage your client with clear, thoughtful explanations about how yourfirm is uniquely suited to meet your client's needs.

About the author Michael W. McLaughlinis a principal with Deloitte Consulting LLP and

the coauthor ofGuerrilla Marketing for Consultants (John Wiley & Sons, 2005). As apracticing management consultant, McLaughlin has helped clients achieve their desired results

through innovative strategies for project planning, client/consultant collaboration, projectexecution, and change management.

Project Proposal WritingCompiled by:

Leonellha Barreto Dillon (seecon international gmbh)

Executive Summary

A proposal is a request for financial assistance to implement a project. The proposal outlines theplan of the implementing organisation about the project, giving extensive information about the

intention, for implementing it, the ways to manage it and the results to be delivered from it

(FUNDS FOR NGOS 2010).The following guidelines are designed to help you prepare yourfull proposal. How well you plan the action is critical to the success of the project.

A project proposal is a detailed description of a series of activities aimed at solving a certainproblem (NEBIU 2002). In order to be successful, the document should (REPOA 2007):

provide a logical presentation of a research idea

illustrate the significance of the idea
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show the idea's relationship to past actions articulate the activities for the proposed project

Designing a project is a process consisting of two elements, which are equally important andthus essential to forming a solid project proposal:

project planning(formulation of project elements) proposal writing (converting the plan into a project document)

The project proposal should be a detailed and directed manifestation of theproject design. It is a

means of presenting the project to the outside world in a format that is immediately recognised

and accepted.

Getting Ready to Start a Project Proposal

Fromvisionto proposal: The firststepis to decide what the problem is and develop a

rough idea (vision) of how this could be solved. Thisvisionis then to be transformed intoan idea for a specific project proposal. Alogical frameworkmay help you to structure

this idea in a systematic way, and clearly define the aim, purpose, outputs, activities,means, costs and the methodologies formonitoring and evaluation, and will thus from the

basis for the preparation of the narrative of the proposal. Remember that your idea may

have to fit certain requirements if you are answering to a call for proposals, and that itmust also fit localpolicies and frameworks.

Identify potentialfunding options: It is necessary to find out in advance what sources of

funding are available, through governments, international cooperation agencies, someinternational NGOs or private foundations.

Build a project proposal team (adapted from PHILIP et al. 2008): a leader will be neededto manage the proposal development in an efficient way, and therefore it is advisable to

assign theleadrole to one specific person. This person is then responsible for the

coordination of the overall proposal development, for communication with potential

funders and for making sure that all different pieces of input are brought together in aconsistent and coherent text. Experts with more detailed technical knowledge might be

part of the team, or simply contribute to an initial brainstorming session. Furthermore, thebudgetshould be compiled in close cooperation with staff from the financial department.

Input fromstakeholdersor other specialists with differentbackgroundshelps bring in thenecessary expertise to the project.

Hold a kick-off meeting: It is helpful to discuss and develop the proposal in a small teamand share drafts with experts of all relevant disciplines not just from within the

administration, but also from outside it. Input fromstakeholdersor other specialists with
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differentbackgroundshelps bring in the necessary expertise, but also a larger variety ofideas on how to solve a particular issue and achieve the previously agreed objectives.

Proposal Writing

The proposal format might sometimes be of importance for the donor. Source: unknown

The requirements of content and format of proposals differ noticeably from one sponsoringagency to another. While some may provide their own application forms to be filled, and others

may request on-line submission of proposals, others will accept a proposal in any format as longas it features the necessary information, and does not contradict their conditions (AUB 2010).

Proposed Format for a Full Project Proposal

(Adapted from NEBIU 2002)

A full proposal should have the following parts:

Title page: A title page should appear on proposals longer than three to four pages. Thetitle page should indicate the project title, the name of theleadorganisation (and potential

partners, if any), the place and date of project preparation and the name of the donor

agency to whom the proposal is addressed.
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Project title: The project title should be short, concise, and preferably refer to a certainkey project result or the leading project activity. Project titles that are too long or too

general fail to give the reader an effective snapshot of what is inside.

Abstract/Executive Summary: Many readers lack the time needed to read the whole

project proposal. It is therefore useful to insert a short project summary, an abstract orexecutive summary. The abstract should include: the problem statement, the projects

objectives, implementing organisations; key project activities; and potentially the total

project budget. Theoretically, the abstract should be compiled after the relevant itemsalready exist in their long form. For a small project the abstract may not be longer than 10lines. Bigger projects often provide abstracts as long as two pages.

Context: This part of the project describes the social, economic, political and culturalbackgroundfrom which the project is initiated. It should contain relevant data from

research carried out in the project planning phase or collected from other sources.

Project justification: A rationale should be provided for the project. Due to its

importance, this section is sometimes divided into four or more sub-sections:

o Problem statement: The problem statement provides a description of the specific

problem(s) the project is trying to solve, in order to make a case for the project.Furthermore, the project proposal should point out why a certain issue is a problem

for the community or society as a whole, i.e. what negative implications affect thetarget group. There should also be an explanation of the needs of the target group

that appear as a direct consequence of the described problem.

o Priority needs: The needs of the target group that have arisen as a direct negative

impact of the problem should be prioritised. An explanation as to how this decision

was reached must also be included.

o The proposed approach (type of intervention): The project proposal shoulddescribe thestrategychosen for solving the problem and precisely how it willlead

to improvement.o The implementing organisation: This section should describe the capabilities of

your organisation by referring to its capacity and previous project record. Describe

why exactly your organisation is the most appropriate to run the project, its

connexion to the local community, the constituency behind the organisation andwhat kind of expertise the organisation can provide. If other partners are involved

in implementation provide some information on their capacity as well.

o Project aims: This information should be obtained from the Logframe Matrix,

including the project goal (a general aim that should explain what the core problem

is and why the project is important, i.e. what the long-term benefits to the targetgroup are), project purpose (that should address the core problem in terms of thebenefits to be received by the project beneficiaries or target group as a direct result

of the project) and the outputs (i.e. results describe the services or products to bedelivered to the intended beneficiaries).

Target group: define the target group and show how it will benefit from the project. Theproject should provide a detailed description of the size and characteristics of the target

groups, and especially of direct project beneficiaries.
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Project implementation: The implementation plan should describe activities and resourceallocation in as much detail as possible. It is exceptionally important to provide a good

overview ofwhois going to implement the projects activities, as well as when andwhere. The implementation plan may be divided into two key elements: the activity plan

and the resource plan. The activity plan should include specific information andexplanations of each of the planned project activities. The duration of the project should

be clearly stated, with considerable detail on the beginning and the end of the project. In

general, two main formats are used to express the activity plan: a simple table (a simpletable with columns for activities, sub-activities, tasks, timing and responsibility in a clearand readily understandable format) and theGantt char t(a universal format for presenting

activities in certain times frames, shows the dependence and sequence for each activity,seeproject managementfor more info. The resource plan should provide information on

the means necessary to undertake the project. Cost categories are established at this stagein order to aggregate and summarise the cost information for budgeting.

Budget: An itemised summary of an organisations expected income and expenses over aspecified period of time.

Monitoring and evaluation: The basis formonitoringis set when theindicatorsfor resultsare set. The project proposal should indicate: how and when the project management

team will conduct activities to monitor the projects progress; which methods will beused to monitor and evaluate; andwhowill do the evaluation.

Reporting: The schedule of project progress and financial report could be set in theproject proposal. Often these obligations are determined by the standard requirements of

the donor agency. The project report may be compiled in different versions, with regard

to the audience they are targeting.

Managementand personnel: A brief description should be given of the project personnel,the individual roles each one has assumed, and the communication mechanisms that exist

between them. All the additional information (such asCVs) should be attached to theannexes.

More Tips to Write a Successful Proposal

(Adapted from AMERICAN RED CROSS 2006)

Plan ahead. Allow plenty of time for those involved to meet,discuss, and review progress

in the grant writing process. Also, allow enough time to get the required signatures and to

get the proposal to the funder.

Make it a team effort. Assign specificroles and responsibilitiesto people in terms ofdeveloping the proposal.

Be realistic in what you are proposing. What can reasonably be accomplished in thescope time and resources of this grant?
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Be a learning organisation. Learn from your own and others experiences with the samedonor! Read the reviews of other proposals that have been submitted to the same donor if

is possible.

Be factual and specific. Don'ttalk in generalities or in emotional terms. Be sure to

substantiate all statements in your proposal, otherwise don'tmake them.

Limit technical and organisational jargon. Use language anyone will understandno

abbreviations, initials, or jargon. Don'tassume the reader will understand your acronyms

or abbreviations, and also make sure to include an acronyms page. Call the donor if you have questions. Realise that many others will be calling as well and

don'twait until the last minute.

Consider collaborating with other organisations. At a minimum, find out what otherproposals are being submitted to the same donor at the same time.

Clarify partners roles and responsibilities. When collaborating with partners, be sure youhave determinedwhowill be responsible for what. After the project is funded, it is not the

time to discover there were differing opinions.

Choose a format that is clear and easy to read. Readers are overloaded with proposals and

appreciate legible, attractive proposals. Make sure tables are legible and easy to figureout.

Keep within page limits. Stick to the specified number of pages. Extra pages orattachments may either be removed before the proposal is read, or may disqualify your

entire proposal from the reading process.

Be aware of donor priorities. Carefully match your project with an appropriate funding

source. The primary difference between successful grant writing and inefficient proposal

submission is the amount of time invested in the strategic identification of appropriate

funders.

Use action words when writing your proposal, such as achieve, engage, begin, compare,

evaluate, exhibit, offer,lead, involve, organise, prepare, research, restore, reveal, support,demonstrate, define, implement, instruct, produce, validate, verify, test, recognise, use,etc.

Applicability

Proposals are prepared to apply for external funds for the implementation of a project. Mostgrant applications ask for the same information, but they often have different formats. Somewill have a list of questions. Others will ask for a narrative the story of your project.

Advantages

A proposal is an essential marketing document that helps cultivate an initial professionalrelationship between an organisation and a donor over a project to be implemented

A proposal facilitates appropriate words for the conception of an idea

The proposal has a framework that establishes ideas formally for a clear understanding of

the project for the donor

Successful proposals mean financial aid for the organisation to grow for the replication ofproject and ideas
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Disadvantages

Planning problems: Although a good idea exists, yet when we try to plan it outextensively, we face many unexpected challenges

There are often tight deadlines, and proposals may be rejected

References

AMERICAN RED CROSS (Editor); INTERNATIONAL SERVICES (Editor) (2006):Integrated Planning Process, Project Design & Proposal Writing Guide. Washington: RedCross.URL[Accessed: 22.04.2012].PDF

Guide for Writing Project Proposals

This is a summary of how to write good, concise proposals for course projects. The focus of thissummary is on programming or implementation projects, but the general ideas can be applied to

most proposals. The recommended lengths of sections are given assuming a document length of2 to 5 pages. Use appropriate scaling for longer proposal documents.

Sample Outline

The following is a sample outline for a project proposal. Note that all questions for a sectionmay not apply to your proposal, and should be used as a general guide only.

1. Introduction (1 or 2 paragraphs)o Motivation Sentence

o Summarize the problem (1 or 2 sentences)

o Summarize the solution (1 or 2 sentences)

o Describe format of rest of proposal (sections, etc.)

2. Motivation (1 to 3 paragraphs)o What is the history of the problem?

o Why is this problem interesting?

o When and why does the problem occur?

o Is the problem already solved? What is done now?

o Are there any similar systems or solutions to the one you propose? If so, reference

and very briefly explain them.o Are there are possible improvements to current solutions?

3. Project Summary (1 paragraph)o What in general will this project achieve? (Do not delve into details or timelines.)

4. Project Detailso Architecture and Environment(2-3 paragraphs + figures)

Describe the project environment (software, hardware, languages,

organizations, etc.)

Diagrams and figures are useful here if appropriate.
http://www.sswm.info/libraryhttp://www.sswm.info/library/2555http://www.sswm.info/library/2555http://ngolearning.org/evanspmclass/Shared%20Documents/RedCrossLogframes.pdfhttp://ngolearning.org/evanspmclass/Shared%20Documents/RedCrossLogframes.pdfhttp://ngolearning.org/evanspmclass/Shared%20Documents/RedCrossLogframes.pdfhttp://www.sswm.info/sites/default/files/reference_attachments/AMERICAN%20RED%20CROSS%202006%20Project%20Design%20and%20Proposal.pdfhttp://www.sswm.info/sites/default/files/reference_attachments/AMERICAN%20RED%20CROSS%202006%20Project%20Design%20and%20Proposal.pdfhttp://www.sswm.info/sites/default/files/reference_attachments/AMERICAN%20RED%20CROSS%202006%20Project%20Design%20and%20Proposal.pdfhttp://www.sswm.info/sites/default/files/reference_attachments/AMERICAN%20RED%20CROSS%202006%20Project%20Design%20and%20Proposal.pdfhttp://ngolearning.org/evanspmclass/Shared%20Documents/RedCrossLogframes.pdfhttp://www.sswm.info/library/2555http://www.sswm.info/library


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What software, hardware, or tools will you use?

o Implementation Issues and Challenges (2-3 paragraphs)

What will be the most difficult issues and challenges in the implementation?

How are you using or extending current tools/systems for your problem?

What makes your project unique?

o Deliverables (3-5 paragraphs - point-form may be used for some of the

description)

What will the project produce? (program, report, etc.) Describe in relative detail the features of each of the project's products.

You may wish to separate deliverables into phases and indicate optional

components given time.

Emphasize what your project contributes or achieves!o Timeline (1 paragraph - point-form is suitable)

Provide an estimated timeline of project deliverables and important dates.

5. Conclusion (1 paragraph)o Summarize the project including the problem, motivation, and proposed solution,

and re-state important (planned) contributions.6. References

o List references used to compile proposal and references that will be used forproject (if already known).

7. PROPOSAL WRITING: STAGES AND STRATEGIES WITH EXAMPLES8. Preparing the Proposal: Stages9. Worksheets for Proposal Preparation10.Sample Time/Task Chart11.Strategies & Writing Tips12.Proposal Checklist

13.Federal Agency Review Procedures14.Guides for a Successful Proposal (from NIH, HHS, & NEH)15."Subjective variables effecting funding decisions by16.federal research & development agencies: the grantsmanship17.game"by Dr. Raymond A. Shapek18.BA-23 form19.Materials are adapted for use by CLA faculty from instructional materials prepared by the

National Council of University Research Administrators and the Society for Research

Administrators.

20.July 199521.PREPARING THE PROPOSAL: STAGES

22.A. Define the project (establish a working title).23.B. Identify the agency and obtain guidelines and deadlines.24.C. Write preliminary material (preproposal).25.D. Conduct literature search.26.E. Write first draft of full proposal. Consider the following parts:27.1. Introduction (Research history, pilot project, literature review, the institution -- boiler

plate) Max. 10%of full proposal.
http://facstaff.gpc.edu/~ebrown/infobr3.htm#stageshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#worksheetshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#worksheetshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#charthttp://facstaff.gpc.edu/~ebrown/infobr3.htm#charthttp://facstaff.gpc.edu/~ebrown/infobr3.htm#charthttp://facstaff.gpc.edu/~ebrown/infobr3.htm#charthttp://facstaff.gpc.edu/~ebrown/infobr3.htm#tipshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#tipshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#tipshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#tipshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#checklisthttp://facstaff.gpc.edu/~ebrown/infobr3.htm#checklisthttp://facstaff.gpc.edu/~ebrown/infobr3.htm#checklisthttp://facstaff.gpc.edu/~ebrown/infobr3.htm#reviewhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#reviewhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#reviewhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#reviewhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#guideshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#guideshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#guideshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#guideshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#formhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#formhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#formhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#formhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#formhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#shapekhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#guideshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#reviewhttp://facstaff.gpc.edu/~ebrown/infobr3.htm#checklisthttp://facstaff.gpc.edu/~ebrown/infobr3.htm#tipshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#charthttp://facstaff.gpc.edu/~ebrown/infobr3.htm#worksheetshttp://facstaff.gpc.edu/~ebrown/infobr3.htm#stages


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28.2. Problem Statement29.3. Objectives Min. 50%of full proposal30.4. Methodology31.5. Evaluation ( Max. 10%, if required)32.6. Dissemination (eg. where material might be submitted for33.publication)34.7. Future Funding (if required by project)

35.8. Budget36.9. Appendices37.10. Abstract or Project Summary38.11. Curriculum Vitae39.Not all of these parts will be required by every proposal, but most of them are. Individual

agencies will have different forms or requirements.

40.PROPOSAL DEVELOPMENT STRATEGIES AND WRITING TIPS41.1. Use outline formats and listings whenever possible to break up narrative texts.42.2. Use visuals to enhance and explain abstract concepts and relationships. (Do not overuse.)

43.3. Don't overkill a point. State it, support it, and move on to the next point.44.4. Use forecasting and internal summaries to help the reader know where they are and where

they are going.45.5. Be generous with transitions as they will help the reader to know where they have been

and where they are going.46.6. Avoid equivocal language, such as: "might, could, ought, may, should, hope, will

consider, it appears".

47.7. Don't avoid significant issues which apply to the project or potential problems which maybe relevant to the project. It is better to take a stand and discuss a process for dealing withanticipated problems than to avoid these questions.

48.8. Avoid inflated rhetoric or impossible promises.49.9. Avoid unsupported subjective arguments.50.10. Do not assume that the reader will be intimately familiar with the subject.51.11. Sequence the components of the proposal in a logical manner.52.12. Carefully review, edit, and proofread -- again and again . Get others to help, as in another

opinion in a medical manner. Avoid errors in grammar, spelling, math, and maintain a clean

overall appearance.53.13. A proposal should be readable, should not be missing pages, and should be written in the

same consistent style throughout.

54.SOME WRITING TIPS55.by David R. Krathwohl

56.Obvious errors in writing undermine other evidence of competence. If basic English is aweakness, that is beyond our scope. Ask a friend for help or hire an editor. There are,however, simple things each of us can do to improve our writing.

57.Assume the writer's task is that of capturing the attention of busy but committed people,holding it, and leading them to the important points in the proposal. Make their reading

easier by organizing ideas clearly. Increase the impact of what they are reading by suitabledirect and simple language.


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58.Organizing59.1) Make the structure of the proposal clear.Use a variety of "road signs" to guide the

reading and to highlight important points. Foreshadow what is coming and indicate what hasbeen. Techniques for doing this include headings, marginal notes, sectional introductions

and prefaces, summaries and appendices, outlines, charts and diagrams. Overusing themhowever, clutters the visual field. Don't!

60.Look for large, black sections of text. Break them up with paragraphs and headings. If titles

and subtitles are difficult to assign or do not sequence properly, refine the organization of thetext.

61.Diagrams and arrows can help show the flow of ideas and highlight important points. Becareful of boxes. If possible, leave the sides open so the reader has visual entry. Some peopleread around closed boxes, intending to come back, but then forget.

62.2) Make the proposal easy to skim.Clear organization with distinct "road signs" easesskimming. In addition:

63.Set a topic sentence into every paragraph. If an important topic sentence does not begin theparagraph, show where it is embedded with underlining, italics or boldface type.

64.Use white space to set off and highlight significant items.65.Set parallel structures and comparisons side by side, if possible, to make the

correspondences self-evident.66.Use white spaces to provide visual relief and to frame the text pleasingly. Do not go

overboard, however. Keep within the page allowance, if there is one.67.Skim the proposal yourself, or better yet, ask someone for whom the proposal is new to skim

it. Assure that the "road signs" lead the reader to the correct meaning.

68.3) Make transitions smoothly.Do not let the reader get lost at junction points. Propersequencing, clear reference to earlier discussion, and constructive reasoning from suchreferences join up with selective repetition of key phrases and words to assure easy shifts of

perspective between sections, paragraphs and even sentences.69.Direct, Concise Language70.4) Use active verbs and simple constructions.Active verbs bring lucidity to sentences.

Complex, passive constructions diminish the intensity of the communication by leading the

reader into grammatical bottlenecks, thus breaking his or her concentration. By striking outwords and phrases and rearranging the remainder (changing only a few words), good

technical editors markedly clarify meaning. Try it!71.Change passives to actives. For example, "It has been reported by the NIH that the India

proposal was found to be complex," becomes, in the active voice: "The NIH found the India

proposal complex."72.Find extra "to be" verbs and eliminate them. For example, "The argument of social workers

was that welfare is necessary," can be reduced to: "Social workers argued welfare is

necessary." Another example, "Reductions in excess verbiage were more noticeable thanreductions in clarity," can become: "Verbiage declined more noticeably than clarity."

73.5) Simplify sentences.When a page seems one big, black, unbroken wall of words, skim itfor periods. Find sentences that go on and on and break them up. But keep an interesting

rhythm of long and short sentences; don't let the writing become too choppy, too staccato.


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74.6) Use concrete, "picture" language.Except when familiarity with technical terms must beshown, substitute everyday words for the more abstruse (eg. "end" instead of "terminate";

"begin", not "institute").75.7) Convey liveliness and enthusiasm.This marks the proposer's commitment to the project.76.These tips won't change a writer's style; by the time one is mature enough to be writing

proposals, writing style is largely set. But posting a list like this where it will spark renewed

effort can result in improvement. (Yes, it can! You should have seen this text's first drafts!)

77.Better still, make a list of personal weaknesses. Kathleen Dugdale's A Manual on WritingResearch, 2nd Edition (Indiana University Bookstore, Bloomington, Ind., 1967) lists goodsuggestions for clear and effective writing plus eleven pages of troublesome words and

constructions. Carolyn Mullins' Guide to Writing and Publishing in the Social andBehavioral Sciences (John A. Wiley and Sons, New York, N.Y., 1977) includes a useful

chapter entitled "Revision of Text: Home Remedies for Prosaic Problems" with similar hintsand lists. Simple and Direct: A Rhetoric for Writers by Jacques Barzun (Harper and Row,

Inc., New York, N.Y., 1975) and similar books provide extensive suggestions. Find thosethat "strike home". Tape them to a corner of the desk or post them prominently on the wall

where you can't avoid them.78.David R. Krathwohl. How to Prepare a Research Proposal, 2nd Edition . 1977.

79.GUIDELINES FOR EDITING AND REVISING PROPOSALS80.Consider the act of editing and revising a piece of writing as an act of quality control. If you

(or your university representative) sign your name to it, you are asserting that the words andideas are accurately expressed. Most technical people are not trained in editing and revising.

Thus, they have no method or theory for undertaking revision of their proposals.

Furthermore, you may do a better job of reading faculty proposals if you have a set of

guidelines and a specific methodology to follow.81.Here are some guidelines for editing and revising proposals (or any piece of professional

communication):82.1. Editing is the process of recognizing and identifying problems in the writing. Revising is

the process of changing the items to conform with rules or to produce clearer, more effective

writing.

83.2. Editing/revising can be done for mechanics, style, and structure. It is necessary to checkmechanics. It is desirable (and sometimes necessary) to check style and structure.

84.3. Each type of editing/revising should be done independently.85.4. It is not necessary to know the accurate grammatical term or concept to do effective

editing and revising, but it is important to have adequate reference books for consultation. At

minimum, there should be an up-to-date desk dictionary and a grammar handbook. (Onepossible source is Handbook of Technical Writing , Charles T. Brusaw, Gerald J. Alred, andWalter E. Oliu, St. Martin's Press, 1976.)

86.Editing/Revising for Mechanics :87.This type of editing/revising is done word by word, with a concern for identifying individual

items which do not conform with accepted grammatical or spelling rules. The goal of thisprocess is uniformity and accuracy.In editing/revising for mechanics, look for the

following:88.1. Punctuation, both sufficient and accurate


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89.2. Spelling90.3. Pronoun agreement (case, number, person, type)91.4. Verb agreement (tense, number)92.5. Numbers (accuracy, word versus figure)93.Editing/Revising for Style :94.This type of editing/revising is done by reading phrases and sentences for clarity, tone,

readability, consistency and other qualities which contribute to overall skillful writing. The

goal of this process is smooth, clear, unambiguous papers which can be read andunderstood in one reading.In editing/revising for style, check for the following:

95.1. Word precision96.2. Wordiness97.3. Omitted words98.4. Nominalization: use of nouns where a verb would be better99.5. Technicality of words for audience100. 6. Tone and level of formality of words -- consistency101. 7. Redundancy

102. 8. Sentence patterns103. 9. Sentence length104. 10. Sentence openings105. 11. Passives: use of passive where active would be better106. Editing/Revising for Structure :107. This type of editing/revising is done by reading through the entire document to discern a

structure, its relevant parts, and their relationship to the whole. The goal of this process is

coherence and a sense of direction in the entire paper.In editing/revising for structure,

consider the following:108. 1. An overall pattern of organization or structure

109. 2. Devices to indicate structure: headings, bullets, numbers, underlining, indentations,spacing, etc.

110. 3. Parts or divisions111. 4. Clear transitions between parts112. 5. Proportion of parts113. 6. Relationship between importance of idea and structure114. 7. Index and/or table of contents115. PROPOSAL WRITING: TITLES116. Some principles for developing effective titles:

117. 1. Try to formulate a title with 10 words or less. Some granting agencies specify a titlewith less than 60 letters or characters.

118. 2. Use as short but as descriptive a working title as possible, for your own earlyreference. Even a couple of words will do.

119. 3. Use a clear adjective-noun combination to identify the project with its generic class.120. Example: "Visual Acuity in Infants", rather than "Studies on the Development of

Objective Techniques for Monitoring the Development of Visual Acuity in Infants".

121. 4. If necessary to further distinguish the focus of the problem, use a subtitle.122. Example:


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123. "Visual Acuity in Infants: Objective Monitoring of its Development"124. 5. Select words which accent the main category of the study and which help to describe

its distinctive features. This is the traditional genus-species method of describing an item.125. 6. Avoid such fillers and non-communicating devices such as126. A Study of... An Exploratory Study to Determine...127. An Examination of... A Method to Explore...128. unless the focus of your project is the methodology itself, rather than the results of using

the methodology.129. 7. Study titles of other funded projects in your field, for several reasons. (Refer to

Smithsonian Scientific Exchange of Information for details of currently funded research

projects.) You will get some sense of the type of research currently funded and you will seehow specifically other researchers describe their projects. You will also see the extent of

precise technical language in your discipline.130. 8. State the major idea as quickly as possible, with the modifiers following, rather than

preceding, the main category.131. 9. Avoid jargon or vogue words, even though you may use them daily in practicing your

profession. Grants are permanent records, accessible to the public, if awarded by agovernment agency. You want to remain clear, unencumbered by dated or limited language.

For example, "parametrize", "infrastructure", "heuristic", "impact" (as verb), "cost out", and"resource utilization" are all being used now in various disciplines. Like most jargon, these

words have clear, simple substitutes which convey the same message with more economyand precision.

132. PROPOSAL WRITING: ABSTRACTS133. Project Abstracts: Guidelines134. Contents : While the abstract's contents should vary to include information most salient to

each project, each abstract should say something about each of the following topics:

135. Subject:What is the project about?136. Purposes and Significance:Why is the project being done? What is to be accomplished?

Why is it important?

137. Activities:What will be done? What methods will be used?138. Target Population:What special group is being studied or served?139. Location:Where is the work being performed (if different from the location of the

Principal Investigator's organization)?140. Expected outcomes:What types of findings or results will be produced? To whom will

these be useful? How will they advance knowledge or the state of the art in your profession?

141. Writing the Abstract : In general, abstracts should not exceed 200 words. They areintended to provide a general understanding of what the project is about, not detailedexplanations. Each sentence should say something specific and worth knowing.

142. Allowing 200 words, with roughly 20 words per sentence, the abstract will haveapproximately 10 sentences. It needs no introductory or concluding sentence and it is

generally one paragraph. It may, however, be divided into paragraphs if the topic allows.143. The abstract should be written last, after the entire proposal is composed. It should be a

very clear, direct statement of the project so that a reviewer can decide whether or not it fitsthe funding priorities of the agency and who to use as a technical reviewer. Often the


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abstract is entered into computerized retrieval sources as the project description, so it isworth taking time to write it well.

144. PROPOSAL WRITING: ABSTRACTS145. Types of Abstracts146. In technical writing, including proposal writing, there are two basic types of abstracts

which may be used: Descriptive and Summary . Most research proposals ask for a

Summary abstract, while many journals require a Descriptive one.

147. Summary : The abstract summarizes the main findings or theories of the proposalor article. The reader can see the projected thrust of the article or project and

understands the (potential) outcomes.148. Example: Two principal themes are observed in software development, both aimed at

improving the productivity of developing and maintaining new applications. The first is to

provide increasingly rich system programming function in order to handle the details ofmanaging hardware resources. The second is to provide application development facilities

with logical structures and building blocks more closely aligned with the logic of theapplication itself. An additional challenge is to provide these in a way that will allow

continued enhancement of existing software.149. Descriptive : The abstract tells what is in the article or proposal, but it does not

offer any conclusions or information about the findings.150. Example: Enormous progress in electronic technology is accelerating the use of

computers in everyday life. In this article trends in hardware, input-output technology,computer architecture, software, communications, and artificial intelligence are examined

and complexity is identified as a limitation to further progress. Promising directions of

research, which may extend the range of computer applications, are discussed .

151. (Additional Samples on page 21)152. CHECKLIST FOR STATEMENT OF GOALS, OBJECTIVES AND ACTIVITIES

153. 1. Are there one or more goals that reflect the need for the project and clearly show itspurpose and direction?

154. 2. Is there at least one objective for each need or problem committed to in theneeds/problem statement?

155. 3. Are the objectives realistic and appropriate?156. 4. Are the objectives stated in terms of outcomes and not in terms of methods or

activities?157. 5. Do the objectives describe the population that will benefit?158. 6. Do the objectives state the time by which they will be accomplished?

159. 7. Do the objectives describe the outcomes of the project in measurable terms?160. 8. Do the activity statements show how the objective will be put into operation and

accomplished?

161. AESTHETICS CHECKLIST162. 1. Does the cover express something of the content of this proposal or the nature of your

organization?163. 2. Is there a Table of Contents?164. 3. Is there a title page with all necessary background information describing this

document?


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165. 4. Is the summary no more than 3/4 of a page long?166. 5. Does the organization of the proposal enhance the content and make it easy to

find/avoid types of information?167. 6. Are the margins consistent?168. 7. Is the pagination accurate?169. 8. Did you use a consistent type-style?170. 9. Is the copying high-quality?

171. 10. Did you footnote narratively?172. 11. Did you use color coding?173. 12. Did you avoid unnecessary charts, tables, diagrams?174. 13. Is the binding neat and attractive?175. 14. Has it been reviewed for spelling/grammar/diction?176. 15. Is the typing accurate?177. 16. Are the section-headings clear and consistent in format?178. TITLE PAGE CHECKLIST179. 1. Is the information attractively formatted?

180. 2. Does the project/program title communicate meaningful information?181. 3. Is the source of the funds indicated?182. 4. Is the funding agency's address given?183. 5. Is your address given?184. 6. Is your phone number listed?185. 7. Is an institutional contact person indicated?186. 8. Is the title page dated?187. 9. If required, is the page signed?

188. FEDERAL AGENCY REVIEW PROCEDURES189. A. Proposal Review by Federal Agency

190. The proposal is received and numbered by the reception center or application controlcenter of the federal agency. Within 30 days, a card should be received by the project

director indicating the number that has been assigned to the proposal. If this card is not

received in 30 days, contact the program manager.

191. Upon receiving the proposal, the program manager or staff member will conduct apreliminary review for the required components of the proposal. If these components are not

included, the proposal will be sent back and the project director will be requested to supplythe necessary information.

192. If the proposal is complete, the review process commences. The process can entail three

separate review procedures and generally consists of at least two of the three methodspresented below.

193. 1. External Panel Review . A copy of the proposal is sent to reviewers located around theUnited States who are experts in the discipline. If a proposal is in a specialized area, it isappropriate to submit a list of potential reviewers. The agency is under no obligation to use

these; but in most cases, one, if not more, of the potential reviewers will be asked to reviewthe proposal.


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194. 2. Panel Review . The panel is a chosen group of experts within the discipline(s) whomeet on a regular basis and rate proposals submitted to a particular program. The list of

review panelists is public information and can be obtained from the agency.195. The proposals are sent to the reviewers before the panel convenes. During the panel

sessions, proposals are rated in rounds. In most cases a narrative review will accompanythese point-rating systems. The program's staff has input during these sessions, but it is

primarily concerning technical information.

196. 3. Program Manager and Agency Staff Review . This review is separate from the externalmail review and the panel review. The program manager usually follows the comments andratings of the reviewers, but a program manager has the authority to reject or approve a

proposal based on his/her own judgment and knowledge of external factors.197. A proposal may be withdrawn from the reviewing process by the project director at any

time. If withdrawal is initiated by the project director, a letter of withdrawal must be writtenby the project director, and a copy sent to the appropriate institutional office.

198. In certain agencies such as the National Institutes of Health (NIH), the second round ofreviews is made by an advisory council which determines funding priorities.

199. FEDERAL AGENCY REVIEW PROCEDURES, cont.200. B. Request for Reviews201. The project director may request copies of the anonymous written reviews from most

agencies. Inquire about the procedures of the granting agency for obtaining reviews. These

reviews are useful for all project directors, even if the proposal is granted an award. Thereviews can be used when conducting the research or when revising a proposal for

resubmission at a later date.

202. C. Budget Negotiations203. If a project director is contacted by the program manager to negotiate the budget and

scope of the project, inform the institutional representative. Any significant changes in the

budget or the scope of the project must be made through and approved by the institutionalrepresentative.

204. D. Award or Declination205. The award letter or declination notice will be sent by mail. In general, agencies are

restrained from making verbal announcements of awards or rejections. The award letter mustbe received prior to spending any funds. After receiving either an award or declination letter,

notify the institutional representative. ORTTA will review the award and establish anaccount, assuming the appropriate submission procedures have been followed.

206. COMMON REJECTION REASONS

207. A few years ago NIH analyzed the reasons why over 700 research proposal applicationswere denied. Their findings are worth reviewing before preparing a proposal for submissionto NIH or any other granting agency.

208. I. Nature of the Problem (18%)209. A. It is doubtful that new or useful information will result from the project (14%).210. B. The basic hypothesis is unsound (3.5%).211. C. The proposed research is scientifically premature due to the present inadequacy of

supporting knowledge (0.6%).212. II. Approach to the Problem (38.9%)


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213. A. The research plan is nebulous, diffuse and not presented in concrete detail (8.6%).214. B. The planned research is not adequately controlled (3.7%).215. C. Greater care in planning is needed (25.2%).216. 1. The research plan has not been carefully designed (11.8%).217. 2. The proposed methods will not yield accurate results (8.8%).218. 3. The procedures to be used should be spelled out in more219. detail (4.6%).

220. D. A more thorough statistical treatment is needed (0.7%).221. E. The proposed tests require more individual subjects than the222. number given (0.7%).223. III. Competence of the Investigators (38.2%)224. A. The applicants need to acquire greater familiarity with the225. pertinent literature (7.2%).226. B. The problems to be investigated are more complex than the227. applicants realize (10.5%).228. C. The applicants propose to enter an area of research for which

229. they are not adequately trained (12.8%).230. D. The principal investigator intends to give actual responsibility231. for the direction of a complex project to an inexperienced232. co-investigator (0.9%).233. E. The reviewers do not have sufficient confidence in the applicants234. to approve the present application, largely based on the past235. efforts of the applicants (6.8%).236. IV. Conditions of the Research Environment (4.8%)237. A. The investigators will be required to devote too much time to238. teaching or other non-research duties (0.9%).

239. B. Better liaison is needed with colleagues in collateral240. disciplines (0.4%).241. C. Requested expansion on continuation of a currently supported242. research project would result in failure to achieve the main243. goal of the work (3.5%).244. Based on the above analysis, a carefully designed, well reasoned proposal will overcome

these common pitfalls. It also represents and important credibility statement about theinvestigator.

245. ------------------

246. A comparable study was conducted in the Bureau of Occupational and VocationalEducation. Based on a sample of 353 research grant applications,

247. -- 18% forgot to number the pages.248. -- 73% forgot to include a table of contents.249. -- 81% had no abstract.250. -- 92% failed to provide resumes of proposed consultants.251. -- 25% had no resume for the principal investigator.252. -- 66% included no plan for project evaluation.253. -- 17% forgot to identify the project director by name.


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254. -- 20% failed to list the objectives of the project.255. All proposals should be double-checked for these and similar weaknesses. A few

minutes spent in careful proofreading can catch these problems before the reviewers

do.256. CONSIDERATIONS IN OBTAINING GRANT AND FOUNDATION DOLLARS257. (Major reasons for being turned down)258. 1. Must not ask for just operating funds. Funding agencies are looking for tangible signs

of effective working concerns relative to major societal issues.259. 2. Agencies must believe that their money will be making a significant difference in the

areas of policy, procedures, or services as a result of the project. They are also interested in

how their funds will change the responsiveness of the institution to the needs of its clientsand the community. These issues must be addressed in all proposals.

260. 3. The funding organization will want evidence that the organizational board has shownan attempt to develop a leadership role directed toward a continuing process of adaptation to

changing societal needs.261. 4. The funding organization is concerned if you treat their funds in the same way that you

do tax support. Their analysis is that they might as well pay more taxes and let you obtainmore money from the government rather than receive their funds. The point is that you must

do something unique with funds from non-governmental sources.262. 5. Funding organizations will look hard at the evidence you present in your proposal for

its integrity and application to the problems and issues at hand. There also needs to be a solidevaluation plan. The evaluation plan must not only monitor on-going activities but assess

whether the funds are making significant differences regarding services.

263. 6. It is important to provide testimony from grant groups to be served in addition to yourown analysis of their needs. A critical criteria along this line is that your project encouragesclients to be less dependent on your agency rather than more dependent over time. The goal

appears to be increased self-reliance rather than increased dependency upon institutionalassistance.

264. HELPFUL SUGGESTIONS FOR PREPARING PROPOSALS265. FOR EXTRAMURAL SUPPORT 1266. Recent conversations with program officers at the National Science Foundation and at the

National Institute of Health produced ideas which may be generally useful in the preparation

of applications for extramural support of research projects or scholarly activities:

267. How Will Your Proposal Be Judged?268. In preparing a research proposal it is essential to bear in mind that it will be read and

judged by astute reviewers who are experts in your specialty. Many other authors will becompeting with you for the attention and favorable reaction of those reviewers. It may beuseful to consider some of the kinds of questions that will arise in the minds of the reviewers

as they evaluate your proposal and determine its merit ranking relative to other competingproposals.

269. 1. What exactly is the work to be accomplished ? The proposal should be as explicit onthis point as is possible.

270. 2. What is the current state of our knowledge ? Where does one begin in working on thetask to be accomplished? The author should assume that reviewers will be as well informed


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on this point as he or she is. They will almost surely react unfavorably if the author appearsto be ill-informed on this point.

271. 3. What will be the state of our knowledge after successful completion of the proposedwork? To answer this question the proposal must communicate:

272. a. The criteria for determining when the objective has been attained.273. b. The nature of the boundary conditions surrounding the state of our knowledge when

work toward the objective began.

274. c. The criteria by which progress toward the goal may be measured.275. 4. What are the methods of procedure for performing the proposed work? Is it clear that

these methods are applicable to the proposed task? Are they independent and non-

sequential? Is each method subject to independent verification? Is it possible to estimate theprobability that the chosen methods will, in fact, yield the desired information? Have all the

apparent methods been considered and from those, have the most promising been selected?Are the limitations of the chosen methods recognized? Does the author of this proposal have

the expertise which the methodology requires?276. 5. Is it possible to predict the consequences that will fall out from achievement of the

stated objective? Are the positive, as well as negative, value functions of these consequencesrecognized?

277. 6. What are the potential benefits to be derived from achieving the stated goal?278. Matchett, cont.279. 7. What is the probability of successful achievement of the goal? Is "success" subject to

an "all or none" effect or is it possible that the work could be partially successful?

280. 8. How much effort will be required to perform the proposed work? How much supportof all types will be required to perform the work? Is the author's estimate of the required

effort realistic?281. 9. Taking into account the answers to questions 5, 6, 7, and 8, and considering the severe

limitation on available funding, why should this project be supported ?282. Why Are Proposals Turned Down?283. One of the most helpful publications on this question is an article written by Ernest M.

Allen, "Why Are Research Applications Disapproved?" ( Science 132:1532-1534, 1960).

This study, even though twenty-one years old, is still contemporary and relevant. (Cf. Eaves,G.N. "Who Reads Your Project-Grant Application to the National Institutes of Health?" Fed.

Proc.31:2-9, 1972) Table I of this article lists several classes of deficiencies which tend torecur in research applications which fail to receive approval. These deficiencies may not all

be relevant to your particular work, but they can serve as a rough checklist of mistakes to

avoid in preparing an application. They are:284. 1. The problem is trivial or is unlikely to produce new or useful information.285. 2. The proposed research is based on a hypothesis that rests on doubtful, unsound or

insufficient evidence.286. 3. The problem is more complex than the author realizes.287. 4. The problem is local in significance, production, or control, or otherwise fails to fall

clearly in the mainstream of the discipline.

288. 5. The problem is intellectually premature - only a pilot study.


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289. 6. The problem as proposed is overly involved with too many elements required to beinvestigated simultaneously.

290. 7. The description of the research leaves the proposal nebulous, diffuse, and without aclear aim.

291. 8. The proposed methodology, including tests and procedures, are unsuited to theobjective. May be beyond the competence of the investigator.

292. 9. The over-all design is not carefully thought out.

293. 10. Statistical aspects are not given sufficient consideration.294. 11. Approach lacks imagination or originality.295. Matchett, cont.296. 12. Controls are either inadequately conceived or described.297. 13. Proposed material for research is unsuited or difficult to obtain.298. 14. The number of observations proposed is unsuitable.299. 15. Available equipment is unsuited to the research.300. 16. Investigator does not have experience or training for the proposed research.301. 17. Investigator appears to be unfamiliar with pertinent literature or methods, or both.

302. 18. Investigator's previously published work in the field does not inspire confidence.303. 19. Investigator relies too heavily, or insufficiently, on experienced associates.304. 20. Investigator is spreading himself too thin.305. 21. Investigator needs more contact with colleagues in this or related fields.306. 22. Requirements for equipment, personnel or time are unrealistic.307. 23. Other responsibilities prevent the investigator from devoting sufficient time to this

project.

308. 24. Institutional setting unfavorable.309. 25. Current research grants held are adequate in scope and funding to cover the proposed

research.

310. In general, disapproval of the request results from a combination of these faults in theeyes of one or more of the reviewers. Probably the largest single group of faults would come

under the heading of "Methodology", or in the investigator's ability to carry out the research

in the manner proposed.

311. Trivial Errors That Can Shoot You Down312. A memorandum from a major section of the National Science Foundation states "Many

proposals received...present incomplete data which results in processing delays." The datamost often missing were biographical material for the principal investigator; listing of all

current research support including title, source, period and amount, and fraction of effort

devoted to the work; list of all pending proposals; for renewal proposals, expenditures undercurrent grant by major categories and a budget for the uncommitted balance; and a newbudget for each year for which support is requested and a total budget page. The importance

of including a 200 word abstract of the proposed work is also stressed. In other words, try

to follow requested formats very closely.313. Matchett, cont.314. The Need For Peer Review315. Perhaps the single most important factor in preparing a successful application is peer

review prior to submission to the agency. The University requires administrative review by


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the department chairperson and the administrative unit prior to submission. There is noUniversity requirement for peer review, yet in the long run, it can be the most important of

all. Such review is necessarily left to the investigator, since he or she is best able to identifyreviewers with appropriate competence and interest.

316. What To Do If You Are Turned Down317. If your proposal is not accepted by a sponsoring agency, one of the most important things

you can do is to request evaluations and reviewer comments. Not only will these evaluations

indicate the weak points of your project, but they will be invaluable in submission of futureproposals. The success rate with most federal agencies is less than 25%. The best way to getyour projects funded is to use the reviewer comments and apply again.

318. Other Suggestions319. One way to keep current on topics of interest to sponsoring agencies is to volunteer to

serve on review panels. Also, when considering a sabbatical or leave of absence, you maywant to consider working for a federal agency closely allied to your research areas. This

would also help you to know of current research emphases.320. Excerpts From an HHS Guide for Evaluation of RFP's

321. These excerpts give specific points for the reviewers to look for. It should be helpful toanyone seeking external support of projects.

322. Scope of Work323. This section of the proposal should be the most comprehensive because it reveals the

offeror's knowledge of the field and contains the suggested approach for performing

the requirements of the evaluation study. In most instances, the heaviest weight will be

given to this section of the proposal.324. Has the offeror demonstrated adequate knowledge about the background, operations, and

status of the program to be evaluated?325. Has the offeror presented an approach which will achieve the stated objectives of the

RFP?326. Is the proposed approach supported with justification of why it should achieve the

evaluation objectives?

327. Do you think the suggested approach will work?328. Has the offeror introduced unanticipated events which may result in a project overrun or

an expanded scope of work?

329. Has a specific management plan by task for period of performance been included?330. Has the offeror demonstrated efficient use of time and resources, especially if special

services such as computer time are required for a short duration of the study?

331. Has the offeror been realistic in the amount of time allotted for the performance of eachtask?

332. Has the offeror demonstrated competence in a highly specialized area, such as statisticalanalysis, which is required for the evaluation study?

333. Has the offeror allowed for slippage in the preparation of questionnaires, test instruments,test administration, data process, etc.?

334. If appropriate, have site visits been adequately provided for throughout the period ofperformance?

335. Are reports keyed to major milestones/events of the study?


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336. If appropriate, has the offeror provided for use of community resources?337. If data collection is required for a comparative study, has the offeror allowed for an

adequate sample of an experimental or control group?338. Does the offeror specify the products which will result from the evaluation study?339. Has the offeror allowed for OMB clearance on the development of measurement

instruments?

340. HHS Guide , cont.

341. Has the offeror demonstrated knowledge about evaluation techniques and procedures?342. If appropriate, has the offeror indicated that an adequate representative of all levels of

program personnel will be included in the evaluation?

343. These questions are not all inclusive and items specifically related to the proposedstudy should be added.

344. Personnel345. Proposed personnel should be examined critically because they are critical to the

successful completion of a study. The capabilities, experience, and training of the

personnel relative to their specific assignment on the study should be explicitly

reviewed. If the RFP also requested references for projects on which personnel worked,then these references should be at least spot-checked.

346. Is it clear to which tasks in the study specific personnel will be assigned and for whatlength of time?

347. Are the personnel assigned to specific tasks qualified by training and experience tosuccessfully perform the tasks?

348. Has enough information been provided about personnel to allow adequate judgments tobe made about their proposed roles in the study?

349. Is the apportionment of personnel level and time to specific tasks realistic?350. What assurances are made concerning the availability of personnel proposed? Was a

contingency plan requested if certain personnel become unavailable?351. Have enough time and personnel been included to provide adequate administrative

management of the study?

352. Are consultants to be utilized; if so, to what extent? Is the proposed use appropriate?353. Is the author of the proposal one of the key personnel?354. Does the success of the project depend, to a large degree, upon personnel not directly

associated with the prospective firm?355. Facilities356. On-site availability of special facilities or easy access of required facilities must be

indicated in the proposal. The source of facilities and equipment necessary forsuccessful completion of the study, but which is not on site, should be stated, as well as

the expected provision for use.357. Are the facilities and equipment needed for successful completion of the study specified

in the proposal?

358. How does the offeror intend to access facilities not at the contractor's site?359. HHS Guide , cont.360. Does the use of facilities outside of the contractor's firm require a subcontract?


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361. If subcontracting is necessary, is the proposed subcontractor specifically mentioned,along with an explanation of its required qualification?

362. Is the planned use of facilities such as printing, data processing, etc., realistic in terms ofthe planned evaluation?

363. Is a realistic time schedule planned if some services are to be performed at facilitieslocated apart from the contractor?

364. If computer services are required, are there controls built into the processing so corrective

action can be taken at intermittent points if necessary?365. Past Performance366. An organization's "track record" supplies some insight into the firm's capability to

perform activities within specialized areas. Reference to past experience establishes a

frame of reference from which to judge organizational capability. However, it can also

be misleading in terms of the requirements of a study. Keep this in mind during the

evaluation process. Glossy, vaguely worded statements with little support provide

meaningless information. If the proposer has been asked to provide references

regarding work performance, then the contracting officer should spot-check those

given.367. Do the references to past experience include activities specifically related to the

requirements of the proposed study?368. What reputation does the firm hold in the area of the proposed study?369. Has the proposer been honored by professional societies because of their performance in

a specific professional area?

370. Are the statements of past performance worded in a meaningful way so you can identify what workwas actually performed?

371. Has the offeror bid for a contract in an area where the performance has not yet been demonstrated?372. One or more meetings of the evaluation panel is held to determine the acceptability,

unacceptability, or potential acceptability of the technical proposals. Each proposal must receive anabsolute, rather than a relative, judgment; a pre-determined cut-off score must not be used. A

proposal is considered acceptable if, without qualification or revision, the panel judges that the

offeror can perform the work competently. An unacceptable proposal might be made acceptable with

the submission of clarifying data and therefore be included in the zone of consideration. This may

delay the final award for a few weeks. An unacceptable proposal requiring major revision would not

receive a rating worthy of selection for the competitive zone. 373. HHS Guide , cont.374. The contract file must contain documentation of who and why certain decisions were made in the

evaluation of proposals. The responsibility for this justification rests with the technical

representatives on the panel. These representatives rate and rank each proposal on a separate score

sheet, then state why those ratings and rankings were given. This is especially critical if a debriefing isrequested by contractors who want an explanation of their proposal's deficiencies. Rarely will

contractors pursue this issue beyond the normal debriefing unless they feel unfairly treated,

discriminated against, etc. Evaluations of proposals should be carefully thought out and recorded if

the unhappy occasion should require presentation of this evidence in court. 375. Cost Information376. (Note: The evaluation panel reviews cost information after considering the technical aspects of the

proposals. The responsibility for evaluation of costs often rests primarily with the contracting officer,

who relies on input from other members of the evaluation panel.)377. Is the overall cost within the rate of your (the contracting agency's) budget?378. What is the relationship between the cost figures and equivalent items in the technical proposal?


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379. Are the personnel costs reasonable according to the tasks to be performed?380. Are the appropriate personnel assigned to perform the appropriate tasks?381. Have expenditures been set aside for subcontracting requirements such as data

processing?382. If a large-scale questionnaire must be mailed, has an adequate sum been set aside for

postage?383. Have costs for development of instruments, purchase of materials, such as scoring sheets,

etc., been included?384. Does the travel seem reasonable when compared to the tasks to be accomplished?385. If consultants or experts are included, is their daily rate reasonable and within the proper

financial range for your agency? Is the proposed time reasonable?

386. If appropriate, have costs for local personnel been included?387. 1 Reproduced with permission of William H. Matchett

The 10 Don'ts of Writing a Winning Business Proposal

byElizabeth HenryandJeff Scurry

Note From RainToday: As part one of a two-part series on proposal writing, this piece covers

some essential guidlines that will help anyone draft better proposals. Learn the first 5 of10"Don'ts" here.

Businesses cannot survive without winning proposals. The funny things is, even the most

successful businesses have more of their proposals rejected than accepted. To net more clients

for your business, regardless of its industry, you should avoid the following items in order towrite more winning business proposals.

Don't #1: Don' t Start Wi th An Old Proposal

When a request for a proposal (RFP) hits the desk or inbox, proposal writers first tend to find aprevious proposal that fits the bill. Typically, there isn't a proposal that fits the bill and, if thereis, it won't be found easily.

Proposal writers waste many hours trying to locate these proposals when they could instead use

that time to begin writing. For this reason, and others, don't start your next proposal with an oldproposal.

Other reasons include:

The perfect proposal (for your needs) doesn't exist

You should avoid cutting and pasting

A cloned proposal cannot show that you truly understand the client's needs

Don't #2: Don' t Proceed Without Doing A GoNo-Go Evaluation
http://raintoday.ten24web.com/library/authors/elizabeth-henry/http://raintoday.ten24web.com/library/authors/elizabeth-henry/http://raintoday.ten24web.com/library/authors/elizabeth-henry/http://raintoday.ten24web.com/library/authors/elizabeth-henry/http://raintoday.ten24web.com/library/authors/elizabeth-henry/http://raintoday.ten24web.com/library/authors/elizabeth-henry/http://raintoday.ten24web.com/library/authors/elizabeth-henry/http://raintoday.ten24web.com/library/authors/elizabeth-henry/


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The most important aspect of beginning proposal work is the go-no-go analysis.

"Do you want this work?" "Can you win this work?" "Can you perform this work?" These arethe questions you should ask.

Using a decision tree like the one below can help you through the process.

(Click Here To View A Larger Image)

Don't #3: Don' t Create A Proposal Wi thout A Value Proposition

Based on what you know so far, compare the value you have to offer to the prospect to thevalue they will receive from the competition or from not acting at all?

If you don't show value, winning is