The following is a project plan format organized by.
Project Proposal Format
1. Cover Page
This is the part that is easily overlooked. There are many organizations that believe content is more important than form. In fact, the form can be a better representation of the content. In addition, the project proposal is also a very important window for the funding agency to understand and recognize us, and it can definitely get extra points for being professional and rigorous.
The cover page can simply contain the name of the project and the date, or it can include the following information: project name; applying (executing) organization; mailing address; phone, fax, e-mail; contact (responsible) person;
You can also list the bank account, attorney, auditor, and other information on the cover page.
It is also a good idea to include a simple cover letter on the front if you are raising money from an organization. Since a project plan can be submitted to more than one funding agency, this requires a personalized cover letter that starts with ? Someone from an organization? to show that you value and respect the organization.
2. Project Summary (General)
This is the most important part, and the first part that readers will read and skim. Keep in mind that the Foundation's program managers receive a large number of application requests every day, and they may not have enough time to? They may not have enough time to read them all. to read all the project proposals. Therefore, the Project Summary is the first section to be read. Outline section will be the most important factor in influencing the selection process. Preliminary Selection In the summary section, bring together all the information you think is important. The summary should generally include: background information about the organization, its mission and purpose; the problem the project will address and how it will address it; the capabilities and past successes of the project applicant; and so on.
It is important to note that although the summary is in the first half of the proposal, it is actually written after all the proposals have been written.
3. Project Background, Problems and Needs
In this section, the problems and why you are designing the project to solve them need to be described in detail. To fully explain the severity and urgency of the problem, it is a good idea to provide some data that not only fully explains the problem, but also demonstrates your understanding of the project. In addition, you can also use some real, typical cases, in order to emotionally move the reader, and then cause them to **** song. You should explain the cause of the project, the logical cause and effect relationship, the beneficiary groups and their connection with other social issues.
Generally, this section includes the following key information:
*Scope of the project (issues and events, beneficiary groups);
*Macro-social environment that led to the project;
*Rationale and reasons for the project;
*Other long-term and strategic implications;
4, Objectives and Outputs
In convincing the funding agency? Problem of the existence of the problem, clearly state your solution. Inter-agency collaboration is encouraged. If you have other institutional partners, make that clear.
In this section you will describe in detail your program plan, the overall goals of the program, the milestones and tasks, and the criteria for evaluating each goal. The overall goal is a long-term, macro, conceptual, and abstract description. From the overall goal can be broken down into a series of specific, measurable, achievable milestones with clear time markers. For example, "Reduce illiteracy? Reduce illiteracy is the overarching goal. Reduce illiteracy" is the overall goal, "By October 2005, 200 rural women will be able to read 1,000 words" is a specific goal. is a specific goal. The objectives must be stated very clearly. Most importantly, set realistic goals. Don't promise what you can't deliver. Keep in mind that what funders want to see in the PCR is that the project actually achieved these stated goals.
5. Beneficiary Groups
In this section, you'll want to describe the beneficiary groups of the project in more detail. If necessary, you can also categorize the beneficiary groups into direct and indirect beneficiary groups. For example, the direct beneficiaries of the NPO Information and Consultation Center's capacity building program are domestic NGOs and NGO practitioners, but the indirect beneficiaries are the NGO's clients. The reason is that through capacity building, the service capacity and efficiency of NGOs are improved, so that they can provide better, more and better services to their clients. Another example is a service organization for people with disabilities, whose direct beneficiaries are people with disabilities, and whose indirect beneficiaries are their families and even society as a whole.
Many funders want the beneficiaries to be involved in the program from start to finish. This is especially important during the design phase of a project. You can include a list of activities that involve beneficiaries in the project, including seminars organized for beneficiaries, topics, times, participants, etc. This also lets the funder know that your project is not only targeted at beneficiaries, but that it has their broad support and approval.
6. Solutions and Implementation Methods
With the above sections, you have clearly explained the problems and what you hope to accomplish. Now, it is necessary to describe how you are going to reach your goals, i.e., what methods and activities will be used to achieve them.
When describing the methodology, you need to make a point of describing the superior characteristics of the methodology. You can also list other relevant methods and compare them, cite expert opinion and other failures or successes, etc. etc.
You have to explain how you achieved your goals. In short, fully explain that the method you have chosen is the most scientific, effective and economical. At the same time, explain that there are certain risks and challenges for your organization in adopting this approach.
In addition, mention the conditions and resources that will be needed to implement this solution, including: who? Who? When? What equipment to use? What kind of things to do? What kind of abilities and skills should the people who do these things have. It would be useful to attach a detailed description of the key job requirements.
7, the project process plan (timetable)
In this section, to describe in detail the sequence of tasks and the starting time. This can be represented by a chart with time stamps so that, at a glance, you can tell the reader ? what to do at what time ? , and the correlation and causation between the activities.
8. Project Organization
In this section, describe what kind of executive team and management structure is needed to achieve the above goals. The executive team should include all project team members: volunteers, expert consultants, full-time staff, etc. The executive team should include all project team members: volunteers, expert consultants, full-time staff, etc. Their work experience, professional backgrounds, and academic qualifications relevant to the project are also important. The experience and competence of the executive team often determines the success or failure of the project to a large extent, so this is also a very important concern for funders.
In addition, the management structure of the project should be clearly defined. It should clearly spell out the overall project leader, the financial leader, and the leaders of other sub-projects. If two or more organizations are working together to complete a project, the division of labor among them should also be stated. Workflow should also be very clear, to explain the sequence of work, logical relationship.
9, costs, budgets and benefits
This section must provide more than just a cost budget table (of course, the budget table is also very important, you can put it in an annex), but rather to describe and analyze the data in the budget table, the total cost and the cost of each sub-costs, including the cost of personnel, equipment and so on. The personnel funding category can include salaries, benefits, and costs of consulting experts; the non-personnel funding category can include travel, equipment, and communication costs. If a partial source of funding is already available, this should also be indicated. Also, make it obvious how much more financial support you will need in total.
These are the inputs, but there is also the important part of the outputs.
Too often, many NGOs don't talk about benefits in their program plans, mistakenly believing that NGO services are not about benefits. In fact, in addition to reasonable NGO fees, which are being promoted internationally, another major feature of NGO services is that they generate huge social benefits. Although it is difficult to quantify the social benefits, you can still try to find some data to analyze the social benefits, even if it is just an estimate.
For example, although a service organization for drug addicts provides free services to drug addicts without any income, it is still possible to estimate what aspects of social problems can be reduced by serving a drug addict, and you can estimate the costs related to medical expenses, unemployment, and crime for drug addicts. In short, the more clearly you can calculate the benefits that can be generated per unit cost of input, the more you will be able to demonstrate the superiority of your approach and the more you will be able to gain the agreement of the funders. In addition, the financial and auditing methods associated with the project should also be mentioned in this section.
10. Monitoring and Evaluation
Monitoring is a very important part of the project implementation process, and the monitoring body and personnel (which can be the Council, the funder, or other third-party organizations), as well as the tasks to be monitored, should be written in the project plan. Related to this is the project team's self-evaluation plan. The ongoing evaluation report is more important than the end-of-project evaluation. Conducting evaluations at different stages of the project will enable you to identify problems in a timely manner and address them as early as possible. At the same time, it will enable the funder to get the message that you have not only come up with a good plan, but that you can do a good job of realizing it. Note that the way the program is implemented is a very important factor for funders in determining whether or not to award a grant.
There are two ways to monitor and evaluate. One is to measure outcomes and the other is to analyze processes. Either or both may be appropriate for your program. Which approach you choose will depend on the nature and goals of your project. Whichever approach you choose, you will need to describe how you intend to collect evaluation information and analyze the data, and at what stage of the project you will conduct the evaluation. Evaluation activities and timing should also be included in the timeline of the project implementation plan. Both the monitoring report and the evaluation report should include the progress and completion of the project, a comparison of the original plan with the actual situation, and a forecast of the likelihood of realizing the plan in the future.
In addition to the overall evaluation report, a number of sub-evaluation reports should be provided. For example, an audit report at the mid-point of the program, etc.
11. Annexes
Any document that you consider important or too long to be included in the main text can be included in the annexes, such as: introduction to the organization, annual reports, financial and audit reports, lists, data, charts, etc.
You can also include a description of the organization's activities.
You can also put in an annex those parts of the text that will distract the reader or divert their interest from the subject, but do not forget to indicate in the text: for more details, please see Annex ***.
In short, the purpose of the annex is to make the text compact and clean; at the same time, if the reader is interested in the details of certain issues, he can also find the content needed in the annex.
After having written all the above sections, now you can come back to the very beginning of the project plan summary? section.
The summary must be highly summarized, with concise, clear language, and should ideally be about half a page long, and no longer than one page at the most. When you first start writing a summary, you may think that any section is important and want to put it in the summary section. If you have written a very long summary, you can shorten it little by little. Don't be afraid, what you leave at the end will be the most important. In addition, if you wish to submit your project proposal to an international organization, it can be difficult to translate the entire project plan into English. An easy way to do this is to make only the summary and table of contents sections bilingual.
At this point, a complete and comprehensive project plan is complete. Although this is only the first step in your fundraising efforts, a good start will hopefully lead to good results.
Good luck with your work!
Attachment: Example of a project proposal outline:
*Cover page: (date, project name, company name and contact information)
*Table of Contents
*Project Summary (General)
*Project Background: (Problems, Status, Data)
*Objectives and Outputs: (For? problem? solution, process delineation, quantifiable milestones)
*Project Beneficiaries: (Target Group, Data, Scope)
*Project Implementation Plan: (Inputs Required, Internal and External Resources Necessary, Procedures for Execution of the Plan)
*Timeline
Table: (Time to Start and Finish for Each Phase, Each Task)
*Project organization: (responsibilities, rights, workflow of the participants)
*Cost control: (cost budget, financial rules, audit system)
*Monitoring and evaluation: (how to find problems and correct errors in time)?
*Attachments:
Documents
Lists
Budget lists
Charts