Sample project request. Recommendations for drafting a project proposal note - document
Registration number (to be filled in by the CSP manager) CSP) RUSAL TERRITORY 2013 Application form. Competition for the implementation of social projects Competition for projects to improve the quality of social infrastructure Tick the desired direction Project name Nomination Applicant organization Legal address Actual address Phone\fax (+ city code) Head of the applicant's organization Phone\fax (+ city code) Project manager Phone\fax (+ city code) Duration of the project E-mail E-mail Start of the project Requested amount in rubles Available amount in rubles Total project cost in rubles Partners E-mail number of months Project end хх/хх/хх /хх Describe what exactly you offer, for whom you are doing this project, what will be the main result of the project. (volume - 3-5 sentences) Bank details of the applicant organization Brief description of the project: Name of the beneficiary (as in the bank) Personal account of the organization (if any) TIN/KPP of the beneficiary TIN of the organization Settlement account of the beneficiary Beneficiary's bank BIC of the beneficiary's bank Income code (if any ) _____________________________ (signature of the head of the organization) (position and full name of the head of the organization) _________________________________ (signature of the project manager) (full name of the head of the project) M.P. 1 1. PROJECT BRIEF ANNOTATION Briefly describe the content of the project, 1-2 sentences for each part: who will carry out the project, why and who needs this activity, what are the goals and objectives, how the project will be carried out, what will be the result, how long will it take will continue and what is the project budget. 2. BRIEF DESCRIPTION OF THE ORGANIZATION, PROJECT TEAM 2.1. Information about the applicant organization. Date of creation, goals, objectives, structure, number of employees and volunteers, main achievements. 2.2. Information about the activities of the applicant organization. Tell us about achievements, successful actions, projects, and the uniqueness of additional sources of funding, available resources and opportunities. organizations, 2. 3. Information about the project team. Specify the employees who will be directly involved in the implementation of the project: full name, position in the organization, age, area of responsibility in the project. 3. STATEMENT OF THE PROBLEM In this section, you need to briefly describe what exactly motivated you to carry out this project, why this project is necessary, what problem it will solve. Here you must substantiate the significance of the problem, confirming this with figures and facts. 4. PURPOSE AND OBJECTIVES OF THE PROJECT The goals and objectives of your project, designed to solve the problem you have indicated, must be achievable, within the time frame and at the cost that you have planned. Here you need to describe what the organization's goal is to solve the selected problem, and what tasks will need to be solved to achieve the goal. 5. STRATEGY FOR ACHIEVING THE GOALS For all participants: In this section, describe how the goals and objectives will be achieved, who will carry out the activities, what resources will be used, how participants in the training program or beneficiaries will be selected, etc. Thus, this section should describe what will happen within the framework of this project, who will do it and to whom specifically this activity will be addressed. This is one of the most voluminous and detailed sections of the application. For the application for the Competition of projects to improve the quality of social infrastructure, describe additionally: 1. What will the Object be like after repair/reconstruction (description of technical parameters). 2. Stages of construction / repair work. 3. What will happen at the facility? 4. What needs to be done to achieve the goal (stages of the project). 5. Describe the key activities of the project (similar to the section “For all participants”) For all participants: Describe the key activities of the project according to the following scheme: Key activities of the project: Date, name of the event, format (what exactly will happen within the framework of the event - in detail. If this competitions, then directions, nominations, the number of participants in each direction, the number of winners, a description of the competitions themselves), the number of participants, the number of spectators / beneficiaries, and the media are indicated. Do you plan to invite VIPs, if so, who? (not names, but positions). 6. PLAN OF ACTIONS AND EXPECTED RESULTS 2 Here it is necessary to provide a schedule for the implementation of the planned activities, indicating the following information: what will happen and when, what will be the result (indicating quantitative and qualitative indicators) and to whom the results of this activity are directed. We recommend using the table below. Date Events Results Mechanisms for measuring results If the project is planning the work of sections, circles, present the schedule of work in this table: 2 times a week for 1.5 hours Monday, Wednesday from 18.00. 00 to 19.30 2 times a week for 2 hours Tuesday Friday from 18.00 to 20.00 Football Age and number of children/participants 10-12 years old/15 people 10-12 years old/15 people Responsible Polugaev V.L. Polugaev V.L. 7. EVALUATION OF RESULTS Describe the expected changes in society, in the environment or in any particular situation that will occur as a result of your project. Quantitative indicators include the circulation of your publications, the number of hours and days of seminars held, the number of people trained, etc. Qualitative results include changes that occur as a result of the project implementation (measurable through questionnaires, interviews, focus groups, observations.) For example: people's attitude to the situation/problem has changed; the level of knowledge of the project participants has changed; the interaction between the different groups involved in the project has changed. 8. FURTHER DEVELOPMENT OF THE PROJECT Describe how it is intended to maintain and expand the achievements of this project (after the end of the grant period). Are there local private or public institutions willing to continue funding if your project is successful? 9. BUDGET, BUDGET COMMENTS The total cost of the project, available (including voluntary labor and in-kind contributions) and necessary funds. The budget should be prepared in sufficient detail and contain the calculation of all costs for the project. It is necessary to separately indicate the available and required funds. At the end of the budget, the total cost of the project, the contribution of the organization, including funds from other sources, and the amount requested from the grantor are calculated. Possible composition of budget items In each particular case, the budget includes those items of expenditure that are required by the project, i.е. some of the items given as an example may not be included in the budget, and new ones may also be added. It is necessary to provide detailed comments on the budget with justification of expenses for all budget items, the use of equipment, business trips, printing costs, ways to obtain funds from other sources, including those already available to the organization itself (including all types - cash, in-kind and voluntary work ). 3 PROJECT BUDGET (STARTING FROM A SEPARATE SHEET) 9.1. Summary estimate Requested amount, (in rubles) Expense item Wages and honoraria (including taxes) Travel and transportation expenses Purchase of equipment Rental of premises and equipment Expenses for training participants Payment for services of third-party organizations Communication expenses Consumables Bank expenses … TOTAL: 00.00 Contribution from other sources, (in rubles) 00.00 Total, (in rubles) 00.00 9. 2. Detailed estimate with explanations and comments. Possible composition of budget items In each particular case, the budget includes those items of expenditure that are required by the project, i.е. some of the items below may not be included in the budget, and new ones may also be added. 1. Remuneration (only for participants in competitions for the implementation of social projects and projects to support the scientific and technical creativity of young people). A. Staff Position in the project Amount per month, (in rubles) Number of months Requested amount, (in rubles) Contribution from other sources, (in rubles) Total, (in rubles) … Total, incl. Personal income tax: Insurance premiums: TOTAL: The principle of calculating insurance premiums: For example, under the article the total amount is 20,000 rubles. % insurance premiums 30 + % insurance premiums against accidents and occupational diseases, each organization has its own, but mostly 0.2%. First, we calculate the insurance premiums (backward) - 20000 * 30.2 / 130.2 \u003d 4639.02 rubles. We determine the amount of accrual - 20000-4639.02 = 15360.98 rubles. The estimate will include the following amounts: 15360.98 wages (including personal income tax 13%), and insurance premiums 4639.02 Total 20000 rubles. 4 B. Involved specialists Position in the project Monthly (daily, hourly) rate, (in rubles) Number of months (days, hours) Requested amount, (in rubles) Contribution from other sources, (in rubles) Total, (in rubles) … Total, incl. Personal income tax: Insurance premiums: TOTAL: TOTAL for the item of expenses "Payment" (including taxes) 2. Rent of premises and equipment Requested amount, (in rubles) Contribution from other sources, (in rubles) Total, (in rubles) ... Total: For example, renting a hall for a seminar, renting a screen and a projector. 3. Travel and transport expenses Requested amount, (in rubles) Contribution from other sources, (in rubles) Total, (in rubles) Total: For example, payment for the services of a transport company to take children to events. 4. Equipment Amount requested, (in rubles) Contribution from other sources, (in rubles) Total, (in rubles) Total: For example: computer, flipchart board, MFP, etc. Equipment is fixed assets or long-term inventory items recorded on the balance sheet or off the balance sheet, each object is assigned to a materially responsible person. 6. Printing costs Requested amount, (in rubles) Contribution from other sources, (in rubles) Total, (in rubles) 5 Total: For example, printing of diplomas, flyers, booklets, etc. 7. Consumables Requested amount, (in rubles) Contribution from other sources, (in rubles) Total, (in rubles) Total: Consumables are materials used for events that are not put on the organization's balance sheet. For example: balloons, fabric, accessories, coffee break cookies, stationery, frames, printer cartridges, etc. 8. Third party services Amount requested, (in rubles) Contribution from other sources, (in rubles) Total, (in rubles) Total: Outside organizations may be engaged to perform those types of work that your organization cannot perform. For example: construction, repair, holding thematic seminars, etc. TOTAL PROJECT EXPENDITURE: Total project cost: Contribution from other sources: Requested amount: Comments on the budget: with justification for the need for expenses by budget line items, use of equipment, travel, printing costs, ways to obtain funds from other sources, including those already available the organization itself (including all types - monetary, in-kind and voluntary labor). 6
Development stages
Formulation of the problem
The AutoCAD program belongs to computer-aided design (CAD) systems. Designing new machines, buildings, design, etc. is a complex and time-consuming process. It includes at least three stages:
- Formulation of the problem.
- Initial data analysis and concept development.
- Creation of drawings and text technical documentation necessary for the manufacture and operation of objects.
In this final lecture, the first two stages of the project are given as educational material. Drawings and text documentation you must prepare yourself. You have already created some of the drawings in previous lessons. Here you need to create a complete set of documents, translate them into DWF format and put them on a Web site.
Projects are completed over a finite period of time. Design is divided into stages and stages. GOST 2.103-68 establishes the stages of development of design documentation and stages of work:
| Development stages | Stages of work |
| Technical task | Development of technical specifications. Determination of requirements for the designed object |
| Technical Proposal | Development of a technical proposal based on the results of the analysis of the terms of reference with the assignment of the letter "P" to the documents. Selection of material for further design. Development of options for technical solutions |
| Preliminary design | Development of draft documentation for the manufacture of a layout with the assignment of the letter "E" to documents. Carrying out calculations and experiments with layouts |
| Technical project | Development of a technical project based on the results of mock-up testing with the assignment of the letter "T" to documents |
| Development of working documentation: | |
| prototype | Correction of design documentation based on test results (letter "O") |
| installation series | Correction of design documentation based on test results (letter "A") |
| serial production | Correction of design documentation based on test results (letter "B") |
A project is born out of a social or personal need. As a rule, a project for the development of a new object begins with a Customer Application. The application formulates the goal in a general way, since the details are simply not yet clear. Any work is documented, which must have certain attributes:
- document name;
- date and place of compilation;
- responsible person's signature.
Below is the text of your application. The customer is the Faculty of Retraining Specialists. Documents have a title page.
A country estate project with a two-story cottage for a family of five - two adults and three children - should be developed.
The project must provide for the following basic requirements:
- The area of the estate must be at least 0.4 hectares.
- The following facilities must be completed on the estate:
- two story cottage,
- barn, garage and bathhouse,
- outdoor swimming pool with water supply,
- garden,
- playground,
- athletic facilities
- green spaces.
The project should include the following agreed documents:
- Technical task.
- Technical proposals.
- Sketch design including:
- analytical review of scientific and technical information,
- text and draft graphic documentation,
- feasibility study,
- cost estimates for materials and work.
- estate master plan
- working drawings of facades, floor plans and sections with specifications and lists of components,
- drawings and diagrams of electrical equipment,
- drawings of heating, sewerage, water supply and gas supply.
After agreeing on the application, the customer and the contractor conclude an agreement. At the end of the project, an acceptance certificate is signed.
Preparation of terms of reference
The terms of reference, like all other project documents, are drawn up by the contractor. In the terms of reference, you must clearly formulate the goal, set yourself a task. The difficulty of drawing up a technical task is that you must formulate requirements for an object that does not yet exist. Prepare design documents in accordance with GOST 7.32-2001.
Note: This is designed to help participants prepare their application.
"Short Course on Drafting Project Proposals" ( http:// www. fdncenter. org/ learn/ short course/ prop1. html) is taken from the Center for Funds Project Proposal Drafting Guide, 4th edition. (c) 2004 The Foundation Center, 79 Fifth Avenue, New York, NY 10003, . Used with permission.
Introduction
The topic of this short course is writing a project proposal. But a project proposal does not exist on its own. Its preparation should be part of the process of planning and searching for potential donors - foundations and corporate donor organizations, establishing links with them and closer contacts.
At the heart of this process is the belief in the need to develop a partnership between a non-profit organization and a donor. When you spend a lot of time looking for money, you forget that giving money is also not easy. In fact, dollars provided by a foundation or corporation are of no value unless they are associated with the implementation of serious programs in the non-profit sector.
Undoubtedly, such an alliance is an ideal partnership. Non-profit organizations have ideas and opportunities to solve problems, but no money to implement them. Foundations and corporations have the financial capacity but lack the other resources needed to develop programs. When these two components are intelligently combined, the result is an effective interaction.
We invite you to follow the process of seeking funding from private sources step by step. It takes time and perseverance to be successful. Once you submit your application for a project, it can take up to a year to receive the funds needed to complete the project. Even a perfectly written application submitted to a promising organization can be rejected for a variety of reasons.
Raising funds is an investment in the future. Your goal should be to create a network of foundations and corporate donors, most of which provide small donations on a fairly regular basis, and a few organizations that make periodic large grants. By persevering through all the steps in the process, you will be able to retain the majority of your regular donors, receiving donations from them annually and maintaining a balance based on the frequency of receipts.
The recommendations for organizing this process are not a dogma that should be strictly followed. This is one of the proposed methods, which can be adapted to the needs of each non-profit organization and to the specifics of a particular situation. Fundraising is an art and a science. You must be creative in this process and be flexible.
Collection of initial information
The first thing you need to do to prepare an application is to collect the necessary documents for it. You will need input in three areas: vision, program and costs.
If you do not have all of this information ready, determine who will help you gather information in each area. If you represent a small non-profit organization that does not have full-time employees, it is logical to seek help from a knowledgeable member of the board of your organization. If you are from a larger agency, you should have technical staff who handle programming and funding issues and can assist you.
Such a process of collecting information greatly facilitates the actual writing of a project proposal. By involving other participants in this process, you help key people in your organization to better understand the significance of the project for your organization.
Concept
You need to have a clear idea of how the project fits into your organization's philosophy and mission. It is also necessary to have a rationale for the need that your project is aimed at satisfying. These provisions must be clearly stated in your application. Funding organizations want to make sure that the proposed project contributes to the expansion of the organization's activities, and they may need to be convinced that the goals and objectives of the project are urgent. You need to provide background information about your organization and the tasks that need to be completed.
Program
Below is a list of information about the program that you need:
• the nature of the project and how it will be implemented;
project implementation schedule;
Expected results and best practices for evaluating results, staff and volunteer needs, including the use of existing staff and the need to recruit new staff.
Expenses
You will not be able to determine all the costs associated with the implementation of the project until the details are developed and the timing of the program is determined. Thus, the collection of basic financial information is carried out after the preparation of that part of the application, which contains a description of the program. However, at this stage you need to plan the budget in general terms to make sure that the ratio of possible costs and the results that you expect to receive is reasonable. If, even if you receive a grant from a foundation, the costs of the project are too high, you should revise your plans or adjust them to reduce costs.
Components of a project proposal
Summary: a summary of your tasks and a brief description of the entire project (1 page)
Goal definition: why this project is needed (2 pages)
Project description: the main stages of the implementation and evaluation of the results of the project (3 pages)
Budget: financial description of the project, as well as explanations of the budget (1 page)
Information about the organization: history and organizational structure of the non-profit organization, its main activities, audience and services (1 page)
Conclusions: a summary of the main provisions of the project (2 paragraphs)
Brief description of the project
This first page of the application is the most important section of the entire document. In this section, you briefly introduce the reader to what will be contained in the application. In particular, it provides an overview of all the basic information and contains a proposal that should convince the reader that this project deserves support. This section should include the following information:
Formulation of the problem- a summary of the problem or need that your organization has identified and that you are willing to address (one or two paragraphs);
Suggested Solution- a brief description of the project, including information about what will be done and how many people will benefit from the program, how and where it will be carried out, how long and who will carry it out (one or two paragraphs);
Funding needs- explanations regarding the amount of the requested grant and how you plan to finance the project in the future (one paragraph);
Description of the organization and experience of its work- brief information including the name of the organization, history of its work, goals and directions of activity of your organization, and confirming that you have the necessary resources to implement this project (one paragraph).
Justification of the need for the project
If a representative of the donor organization, having read the summary of the project, continues to read the document, this means that you managed to arouse his interest. Your next task is to solidify his initial interest in your project by giving him the opportunity to understand the problem your project is designed to solve.
A detailed description of the importance of the project enables the reader to learn more about the existing problems. This part presents the facts and evidence that the project is necessary and that your non-profit organization understands these issues and can reasonably resolve them. Information supporting the need for your project may come from local authorities or be based on your organization's own experience.
This section needs to be short but convincing. As an experienced debater, you must collect all available arguments. Then you should put them in a logical order to convince the reader of the proposal of their importance. When you arrange your arguments in a certain order, you need to consider the following six considerations.
First, decide what facts or statistics best support your project proposal. Check the correctness and accuracy of the data you provide. It's hard to find anything more embarrassing than a funder's representative remarking that your information is out of date or incorrect. Information that is too general or too detailed will not help you make a compelling case for your project. Information you provide that is not related to your organization or project will cause the donor to doubt your application as a whole. In addition, there must be a reasonable balance between the information provided and the scope of the program you are proposing.
Second, give hope to the reader of your application. The picture you paint should not be too gloomy, making the solution of the problem hopeless. The funding organization may question the feasibility of funding your project. Here is an example of a persuasive statement of need: "Breast cancer is a life-saver. However, statistics show that regular screening can detect the majority of breast cancer patients in the early stages of the disease, reducing the chance of death. Thus, a screening program will reduce the risk of death from breast cancer."
Third, consider whether you want to present your project as a model for future replication. This may allow you to expand your pool of potential donors, but using a project as a model is only appropriate for certain types of projects. Don't try to use this argument if it's inappropriate. If you present your project as a model, donors may expect you to prepare a plan for further implementation of this model.
If the issue of creating a model is resolved positively, you must show how the problem you are going to solve is presented in other communities. You should explain how the solution you propose can be used as a solution to similar problems in other communities.
Fourth, decide whether it is appropriate to present the current problem as acute. You are asking the funder to give more attention to your application because the problem you are trying to solve is bigger than other problems, or the solution you propose makes more sense than other solutions. Here is an example of a balanced but convincing argument: "Drug addiction is a national problem. Every day, children across the country die from an overdose. In the South Bronx, this problem is especially acute. More children die from an overdose here than in other areas. We are talking about a real epidemic Thus, our drug prevention program is needed more in the South Bronx than in other parts of the city.
Fifth, determine whether you can show that your program will solve an existing problem in a new way or better than other programs that have preceded it. It is often difficult to present a need for your project without resorting to criticism of competitors. But in this matter you should be careful. Criticism of other non-profit organizations will not be well received by the funding organization. It can force the funding organization to take a closer look at your project to find out why you are defending your project by resorting to criticizing others. The funding organization may be interested in other projects or start considering them after you have brought them to their attention.
If possible, you should show that you know about other organizations working in your field and maintain good relations with them. Do not forget that today donor organizations are very interested in cooperation. They may even ask why you don't partner with organizations that you consider your main competitors. At the very least, you need to show that your work complements and does not duplicate the work of other organizations.
Sixth, avoid reasoning in circles. When you think in circles, you present the lack of a solution as an actual problem. Then offer your project as a way to solve the problem. For example, the rationale for building a community swimming pool might be: "The problem is that our community does not have a swimming pool. Building a pool will solve this problem." A more compelling case could include indications of what the construction of a swimming pool means for the local community, which will be provided with opportunities for sports and recreation programs. Reasons may include a link to survey results indicating how the target audience plans to use the object, and a conclusion.
The definition of need should not be verbose and confusing. Brief, concise information grabs the reader's attention.
Project description
This section of your proposal should include five subsections: objectives, methods, personnel/project management, evaluation of results, and project sustainability. The goals and methods of the project determine the composition of the staff and administrative requirements. They are then subject to the evaluation needed to determine the results of the project. The sustainability of the project directly depends on its success, its ability to attract support from other sources. All these five subsections, taken together, present an interconnected picture of the entire project.
Goals
Objectives are the measurable results of a program. They define a set of methods for its implementation. Your goals should be realistic, specific, measurable and achievable over a period of time. Fundraising organizations often confuse goals with objectives, which are conceptual and more abstract. To illustrate, here is an example of a project goal with an auxiliary task:
Task: Our extra-curricular program will help teach children to read better.
Target: Our extracurricular supplementary education program will allow 50 students to increase their reading scores by one point, as measured by standard reading tests taken after participating in our program for six months. The task in this case looks more abstract: improving reading skills, and the goal seems to be more specific. It is achievable within a short period of time (six months) and measurable (50 students will increase their knowledge by one point).
Given the high level of competition in raising funds, well-defined objectives are increasingly important to the success of a project proposal.
Using another example, consider four types of goals:
1. Behavioral- A certain activity is expected. Example: fifty of the 70 children participating in the program will learn to swim.
2. Implementation- A certain period of time is envisaged, during which the implementation of activities is planned and a certain level of training will be reached. Example: Fifty of the 70 children will learn to swim within six months and pass a basic swimming test administered by an experienced Red Cross certified lifeguard.
3. Process- The method used to accomplish something is the end result. For example: We will document the training methods used, identifying those that have been most successful.
4. Product- Real results. Example: a manual will be created for teaching swimming to this age group of children with an appropriate level of training for further use in the process of learning to swim.
When preparing any particular project proposal, you will find that you will have to define one or more types of objectives depending on the nature of your project. Make sure the goals are clearly defined. Make sure that you manage to avoid verbosity and that the goals are clearly marked on the application page. For example, you can use numbers, circles, or underlining to highlight targets in text. When setting goals, first of all, be realistic. Don't promise what you can't deliver. Keep in mind that the funder wants the final report to state that the project objectives have been achieved.
Methods
By setting goals, you explained to the funding organization what will be achieved as a result of the project. The methodology section specifies the specific activities that will be carried out to achieve these goals. It seems to us appropriate to consider the question of the methodology for implementing the project, based on the answer to the following questions: how, when and why.
How: This includes a detailed description of what will happen from the start of the project to its completion. The methods you use should be consistent with your goals.
When: In the methodology section, you should indicate the sequence and timing of the implementation of activities aimed at achieving the goals. It is advisable to arrange the schedule in such a way that the reader does not have to independently determine the sequence of events. The activity schedule tells the reader "when" an activity is taking place and serves as another summary of the project that underpins the entire methodology section.
Why: You need to justify the methods you choose, especially if they are new and unconventional. Why will the planned work lead to the expected results? You can answer this question in a number of ways, including by providing expert opinion or examples of other successful projects.
The methodology section allows the reader to imagine how the project will be implemented. This section should reassure the reader that your organization knows what it is doing, thereby restoring its credibility.
Staff/Project management
When describing the project methodology, you will need to mention its staff. Now you need to tell in a few sentences about the number of employees, their qualifications and the specific distribution of responsibilities. Details of the personnel involved in the implementation of the project may be included in this section or in an appendix, depending on the volume and importance of the information.
"Staff" may include volunteers or consultants, as well as paid employees. Most project applicants do not include a special staff section in the application if the project is being run by volunteers. However, a description of the functions of the volunteers may be helpful to the reader of the application. Such information highlights the importance of volunteer involvement and also indicates the cost-effectiveness of the project.
For projects that involve the use of paid employees, you must specify which employees will work full-time and which will work part-time. List the employees who are already employed by your non-profit organization and those you intend to hire directly for this project. How are you going to free up the time of an already fully loaded worker?
Wages and costs for the project depend on the qualifications of the staff. Indicate what practical experience of key employees you need, as well as the level of their qualifications and education. If a project manager has already been selected, briefly describe his or her experience and include a short curriculum vitae in the attachment. A worthy candidacy of the project director can influence the decision to allocate a grant.
Describe your project management plan. This is especially important for large projects, if more than one organization is involved, or if you use a CFO. It should be clear who is responsible for financial management, project results and reporting.
Grade
The project evaluation plan should not be discussed after the completion of the project, it should be part of the proposal. By including a project evaluation plan with your proposal, you demonstrate that you are serious about your goals and that you want to know how well you are doing. Evaluation is also a reliable management tool. Like strategic planning, it helps a nonprofit refine and improve its program. Evaluation can often be an effective means of learning from your experiences with other organizations on a project.
There are two types of formal evaluation of project results. One method is used to evaluate the final result, the other is used to analyze the process. One or both of the methods can be used to evaluate a project. The choice of evaluation method will depend on the nature of the project and its objectives. In any case, you must describe how information is collected for project evaluation and how this data will be analyzed. You must present a plan for reporting project evaluation and results to the target audience for which it is intended. For example, this information may be for internal use, provided to a funding organization, or to a wider audience. The funding organization should be aware of the extent to which such information is disseminated.
Project Sustainability
Grant-giving organizations currently require grant recipients to indicate how the long-term financial viability of the projects they fund and the non-profit organization itself will be ensured.
Understandably, most grant-giving organizations are reluctant to commit themselves to the continued funding of a particular agency. Funders want you to either provide proof that your project is complete (with project start and end dates) or that it contributes to strengthening the organizational structure of your organization (ensures further financial self-reliance of your organization and / or allows you to expand the scope of services you provide that will allow you to earn income); or make your organization more attractive to other donors in the future. With the new trend of using some of the investment principles of venture capital groups in the practice of philanthropy, the fact of budgetary soundness is becoming a necessary characteristic of a successful grant proposal. This requires you to provide specific information about the current and projected financial flows generated from commercial activities and as funds raised, and the financial support base of your non-profit organization. In this area, you need to have specific numbers and ready-made projections if a potential funder asks for such information, even if you did not intend to include it in a grant application. Some grant-giving organizations would also like to know who will receive a copy of your application.
Budget
A simple one-page budget may be attached to your application, showing projected costs. Or, your application may require more complex budget explanations, such as one page on estimated receipts and income, and explanations of various items of expenditure or income.
Expenditure budget
When starting to budget, review the content of your proposal and make a list of all staff and other items of expenditure associated with the implementation of the project. Make sure you list not only the new costs, but also the ongoing costs of the items associated with the project. Then, obtain data on the relevant expenses from the person in your organization who is responsible for accounting. You may need to estimate the ratio of your organization's current expenses that will be charged to the project against new expenses, such as the salaries of future staff that you plan to hire. List the expenses you have identified next to each of the items on your list.
Your list of budget items and the calculations you have made to arrive at the dollar amount for each item should be reflected in the spreadsheets. You should keep this document so you can see how the total for each item was generated. These worksheets may be useful in your further work on the application and in discussions with the funding organization. They also serve as a useful tool for monitoring the progress of a project once it has started and for reporting after the completion of a grant.
Part of the worksheet with the annual project budget might look like this:
|
Article |
Description |
Expenses |
|
Executive Director |
Execution control |
10% of salary = $10,000 |
|
Project director |
Hired in the first month |
11 months for $35,000 = $32,083 |
|
teachers |
12 teachers. working 10 hours a week for three months |
12 x 10 x 13 x $4.50 = $7.020 |
|
office space |
25% of available space required |
25% x $20,000 = $5,000 |
|
Overhead |
20% of project costs |
20% x $64.628 = $12.926 |
Once you have your worksheets, you can start preparing your budget. For most projects, expenditures should be grouped into sub-categories reflecting major expenditure items. All major expenditures should be categorized into sub-categories, and minor items of expenditure may be summarized on a single line. You can divide the costs in your budget into staff costs and project costs; personnel costs may include sub-categories such as salaries, social benefits and consultants. Sub-categories under project costs could include travel, equipment, and printing, for example, with a dollar amount on each line.
Income Statement
As a rule, when preparing a project proposal, a statement of financial receipts and income is not required. The project cost budget reflects the amount of the requested grant support. But if a grant has already been awarded to the project, or if you expect income to be generated from the project activities, you must provide this income and income information.
When compiling the list of grants, indicate all allocated grant amounts; this will give an idea of how the grants will be allocated. The total amount of the grant already made should be subtracted from the "Total Expenditure" line of the budget to arrive at the "Amount to Raise" or "Balance Requested"
All expected income should be reported in the statement of income and income. For example, if we assume that 50 people will attend your show on four consecutive nights for a ticket price of $10, and if you assume that at each show 20 of them will buy a souvenir brochure for $5, you can enter two revenue lines: "Sales Tickets" for $2,000 and "Souvenir Brochure Sale" for $400. As with budgeting expenses, you should keep worksheets for your income and income statement so that you remember what your calculations were based on.
Description of the budget
Budget narrative is used to explain unusual budget items and is not always necessary. If the costs are clearly defined and the numbers speak for themselves, no explanation is needed.
If you think a budget description is necessary, you can write it in one of two ways. You can create a "Budget Explanations" section with numbered footnotes on each line and their corresponding numbered explanatory notes. If a fuller or more general explanation is needed, you can provide a description of the budget in text format. Keep in mind that the main description of the project and your organization is contained in another part of the project proposal and not in the budget description.
Information about the organization and conclusions
Typically, your non-profit organization's resume should be submitted at the end of the application. You may find it best to present this information at the beginning of the document. But as a rule, it is better to first justify the need for your project, and then describe the capabilities of your organization to implement it.
Do not overload the reader with unnecessary facts about the activities of your organization. This information may be provided in a brochure attached to the application or other specially prepared documents. In no more than two pages, tell the reader when your organization was created, state its goals and objectives, making sure that the goals of your project are consistent with the goals of your organization or served as an extension of them, describe the structure of your organization, programs and specific work experience .
Indicate the number of members of the board, how board members are admitted, what is the degree of their participation in the activities of the organization. Give an idea of the composition of the board. (You should give the full list of board members in the appendix). If your organization is made up of volunteers or has an active group of volunteers, describe what functions they perform. Provide detailed information about employees, including the number of full-time and freelance employees, their qualifications.
Describe the areas of activity in which your employees are involved. Briefly explain what kind of help you provide. Describe your target audience, their specific or specific needs, why they seek help from your organization. Specify the size of the audience that was covered by your programs.
Bring together all the information about your non-profit organization, describe the experience of your organization, emphasizing its connection with the goals of the project.
conclusions
Each application should have one or two paragraphs with conclusions. This is the right place to look at future activities after the grant has ended. If relevant, you can describe the next steps you plan to take to prepare the funder for your next application. Otherwise, you must indicate how your project will operate without further grant support.
This section should also summarize the description of your project. Briefly state what your nonprofit wants to do and why this is important. Emphasize why your organization needs funding for this project. At this stage, do not be afraid to show emotions that can support your application.
If you have submitted an application for consideration, this does not mean that you are close to the end of your participation in the grant process. The procedures for reviewing applications can be very different, and the decision-making process can take from several weeks to six months or more. During the application review process, the donor organization may request additional information directly from you or independent consultants or ask for professional advice. Undoubtedly, this is a difficult period for an organization applying for a grant. You must be patient, but persevere. Some donor organizations describe their procedures in annual reports or project proposal guidelines. If you have any questions about the process, feel free to ask.
If your hard work pays off and you receive a grant, take the time to show your appreciation to the donor and send them a letter of thanks. You also need to find out if the donor organization has specific forms, procedures, and deadlines for reporting on the progress of your project. From the outset, you need to find out what responsibilities you have, in particular with regard to financial reporting. This will help you avoid misunderstandings and more serious problems in the future.
Rejection of your application does not necessarily mean that the process is over. If you are not sure why your application was rejected, ask a question. Does the donor organization need additional information? Would they be interested in considering it later? Now is the perfect time to start networking with a prospective donor. Include them on your mailing list so they can get to know your organization better. Remember that you always have the next year ahead of you.
For all these materials, as well as By project ...
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Instruction... - « Application on amendments to the budget commitment" and " Application on re-registration of a budget obligation” in terms of clarifying the name and notes... and lowercase. Need to analyze the situation and recommendations By filling in the "UBP Code" field for ...
The project proposal to some extent dictates the structure and format of the vendor responses. The creativity and innovation that vendors put into their offerings may be preferred over offerings from other vendors. However, too much difference in proposals can make it difficult to compare the proposals of applicants and thus hinder the decision-making process. An effective project proposal usually reflects a strategy and short- or long-term business objectives for which suppliers will be able to offer an appropriate perspective.
Notes
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See what "Application for a project" is in other dictionaries:
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application for amendments to the project- - [A.S. Goldberg. English Russian Energy Dictionary. 2006] Energy topics in general EN engineering change requestECR … Technical Translator's Handbook
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Where can you get funds to start a business if you only have an idea? Get financial assistance from the state or special funds. To do this, apply for a grant. Consider how to increase the chances of its approval, what documents to prepare and the nuances that reduce the decision-making time.
Opportunity receive free funds attracts start-up businessmen to implement the business. However not all types of start-ups are eligible for grants To do this, they must meet certain criteria:
- Novelty. It's not about starting another business, but about the innovative nature of the idea.
However, there are also differences:
- Grant applications do not always pay attention to the commercial side. As a rule, the goal of the project is to achieve intangible benefits, and there may be no financial return at all.
- Grants are "sponsored" help provided free of charge, and when submitting an application, it is not necessary to justify the possibility of returning borrowed funds.
- Of great importance are the "intangible" sections - purpose of the project, its significance. Compliance of this information with the essence of the grant program is the key to obtaining a subsidy.
Professionals should have correct (and positive) representation about the project, its realism and usefulness. Correct section design is important.
Sample of filling in the main points
Regardless of the foundation that offers sponsorship and forms of documentation, any application contains a number of key sections. We provide brief guidelines for completing them.
- Implementation Work Plan- specifics. You describe all the steps and operations that will be performed on the way to the goals. Take it seriously, because mistakes or illogical calculations and conclusions will create a negative impression about you.
- Concrete Results- fixed indicators (qualitative or quantitative), upon reaching which you will declare the success of the project.
- Outcome Mechanism is also important. Show how the donor will monitor the success of the idea in which the funds are invested.
- Further funding and perspectives. Many non-commercial grant projects are "closed" upon reaching their goals and spending the budget.
- Financial plan How will you spend your grant money? This section should be as reasonable as possible, transparent and take into account all the nuances of taxation of the enterprise, legal and accounting subtleties.
How to apply and what other documents may be required
An organization applying for a grant is obliged to submit a package of documents to the foundation. Depending on the idea, the kit may vary, but the basic papers remain the same.
- Constituent documents IP or LLC - registration certificates, charter, appointment orders, statistics codes and the like.
- Copies financial reporting for the last period (balance, ).
- Auditor's reports.
- Data of the main officials of the organization with brief information.
A big plus in the biography of the director or founder will be confirmed information about his achievements in the chosen field.
- Recommendations, letters of support. If the project is implemented in the social sphere, secure the approval of the relevant funds and authorities. Attach their competent opinions with the contacts of the principals to the application.
- Documents for the right to use property, transport that will be involved - certificates of ownership, lease agreements.
It is not difficult to submit an application: it is enough to correctly draw up an idea and collect the necessary documents.
Applicants face difficulties in making an application. We've put together some practical tips to make things easier:
- Before starting the laborious work of writing a document, make sure that the goals of the selected fund match yours.
- At the stage of development and completion consult with the grantor. Most funds and public services have centers for working with applicants, where they provide serious information support and training free of charge.
So, even within the same system it is very different, and if you do not know the nuances, you can enter incorrect data into the financial plan.
- The total cost of implementation cannot be less than the amount of funds requested. For commercial organizations, it is optimal if project budget for exceeds the amount of the subsidy - this is how you show that you are ready to invest your money. For non-commercial projects, implementation can be carried out within the scope of the grant.
- The main thing when receiving a subsidy - inspire confidence of the fund's specialists in the idea. The application must be logical, concise and perfectly structured, and the justifications must be convincing and without double interpretations.
- Experience in the chosen field- the first thing the grantor looks at. Having superficial knowledge about the object of application of forces, gleaned from the literature, do not count on a subsidy.
Conclusion
The first thing that specialists of state bodies and funds see when considering a project is an application. Whatever gift of persuasion an entrepreneur has, the impression is formed when studying it. If the document does not reflect real goals, does not disclose the implementation process, it may not reach the “face-to-face” defense.
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