By : Ma’moun Abu Rayyan

Master of Water & Environmental Engineering

EAJC
[email protected]

2014
Without direct project funding, most non-governmental organisations (NGOs)
would not be able to accomplish their goals. Writing clear, thorough and
targeted project proposals is therefore essential to an NGO’s success.
Mastering the art of proposal writing requires a unified approach to project
management.
This guide is therefore intended to serve as a basis for delivering training
sessions related to the process, as well as the end product of project design.
 From the perspective of project management, any series of activities that go
through the project cycle ARE projects.

The project cycle consists of project phases. An organization should already

have a well-defined organizational strategy from which it can begin to assess
relevant needs and opportunities in its field. Several ideas will then come to light,
from which an organization may choose. The project phases then follow logically
through design, financing, implementation and evaluation stages.

NGOs often perform activities that do not fall into the category of projects. It is
also important to recognize that a project is not:
• past activities that are repeated in exactly the same way on a periodic basis;
• activities with no clearly defined goals;
• activities which can be repeated or transplanted anywhere at any moment; or
• ongoing (regular) organizational activities (e.g. board meetings).
 Identifying the goal, objectives, results expected and target group
Background of the project Defined goal and objectives The societal vision of the
organization Expected short-term and long-term results Beneficiaries of the project
Problems solved by the project.
Content of the project
Theme and main issues to be covered Methods chosen to realize the goal and
objectives Activities to be implemented Further needs to continue the project
Project location(s) and time schedule of activities
Location of different activities Duration of the project Starting and ending
dates of the project Schedule for individual activities Summarized timeline of
the project.
Resources
Human resources, Financial resources ,Infrastructure
Cost/income sources
Total budget of the project Detailed budget by activities and cost types Rate and
form of own contribution Potential funders and sources of income
Description of the implementing organization and partners
Description of the implementing organization Analysis of capacity and
capability Description of cooperative partners Analysis of partners’ capacity
and capability.
Project team and management
The project coordinator Communication method of the project team
Communication strategy and practice with the external environment

Monitoring, evaluation and follow-up

Success criteria of the project Methods and timing of monitoring and
evaluation Further plans and follow up
 ■ Phase 1: Assess relevant research needs and opportunities
■ Phase 2: Identify the project idea
■ Phase 3: Design the project
■ Phase 4: Finance the project
■ Phase 5: Implement the activities
■ Phase 6: Evaluate the results

The project design is one phase of the project cycle. It consists of two elements:
• project planning (formulation of project elements); and
• project proposal writing (converting the plan into a project document).
Project design is a result of both project planning and the project proposal. Both
steps are essential to forming a solid project design.
 ‫التقييم‬

‫تحديد‬
‫التنفيذ‬ ‫المشاكل‬

‫الموافقة‬ ‫التصميم‬

‫التقدير والتمويل‬
■ Beneficiaries of the project
■ Project team and cooperative partners
■ Success criteria
■ Goal and objectives
■ Methods chosen to achieve project goal
■ Costs and expenditures
■ Own contribution
■ Potential funders
Define the target group and show how it will benefit from the project. The
project should provide a detailed description of the size and characteristics of
the target groups, and especially of direct project beneficiaries.

The criteria for target group analysis may be ethnic composition, gender, age,
etc. When these analyses are more elaborate, they may be attached as an
appendix.
A proposal is a description of the work you will complete on a project. The
details included in a proposal depend on the project's scope and who will read
the document. Typically, organizations advertise a need for proposals and
consulting engineers respond to the need. However, as an engineer, you may
determine that a problem exists, and therefore, propose solutions to an
organization. In this case, you must first convince the agency that the problem
exists before proposing your solutions.
Different types of proposals are necessary for different projects. In academia,
engineers produce grant proposals or research proposals in order to receive
funding from government agencies and non-profit organizations. In industry,
engineers, especially consultants, write proposals or "bids." Engineers
produce these proposals for the company where they are working or for other
organizations.
A. Define the project (establish a working title).
B. Identify the agency and obtain guidelines and
deadlines.
C. Write preliminary material (preproposal).
D. Conduct literature search.
E. Write first draft of full proposal.
1. Interview past and prospective beneficiaries. Though feedback was likely received
when the previous project ended, new benefits and conditions may have arisen since that
time. Speak to prospective beneficiaries to ensure that what you are planning to offer is
desired and needed.
2. Review past project proposals. Avoid repeating mistakes and offering to reproduce
results that have already been achieved. Donors will be unlikely to provide more
funding for something that should already have been done.
3. Review past project evaluation reports. Don’t count on project members to
remember all the mistakes and areas for improvement from previous efforts.
4. Organize focus groups. Make sure that the people you need are willing and able
to contribute.
5. Check statistical data. Don’t let others discover gaps and inaccuracies in the data
you are relying on.
6. Consult experts. Outside opinions will give you ideas and credibility.
7. Conduct surveys, etc. Gather as much preliminary information as possible to
demonstrate commitment to the project and to refine the objectives.

8. Hold community meetings or forums. When the public feels that they have been
consulted on an issue, they will be much more likely to cooperate and support the
project.
a process
 To identify the people involved in and
effected by the project (Stakeholders)
 To determine the opinion of the stakeholders
 To facilitate their contribution to the
project activities at all stages of the project cycle
A- The owner of the project – Those who prepared the project
B- Partners – Those who make contributions and take responsibility
C- Target group – Those who benefit directly and from the project.

D- Other Stakeholders

1. Ultimate beneficiaries – Those who, benefit indirectly form the

project.‫المستفيدين الثانويين‬
2. Opponents – Those who suffer, due to the Project‫المعارضين للمشروع‬
3. Participants – Those who make financial, administrative and
technical contribution but do not take responsibility.
1. Introduction (Research history, pilot project, literature
review, the institution) Max. 10%of full proposal.
2. Problem Statement
3. Objectives Min. 50%of full proposal
4. Methodology
5. Evaluation ( Max. 10%, if required)
6. Dissemination (eg. where material might be submitted
for publication)
7. Future Funding (if required by project)
8. Budget
9. Appendices
10. Abstract or Project Summary
1. Is the information attractively formatted?
2. Does the project/program title communicate meaningful information?
3. Is the source of the funds indicated?
4. Is the funding agency's address given?
5. Is your address given?
6. Is your phone number listed?
7. Is an institutional contact person indicated?
8. Is the title page dated?
9. If required, is the page signed? Effective project titles
■ Raising Environmental
Awareness in
the Newly Independent States
■ Citizens Protect Lake Debar

Ineffective titles
■ Environmental Education
■ Protection of the Watershed of Lake Dojran from the
Wastewater Flowing Through the River Dragomir Originating
from Local Households
If the total project proposal is longer than 10 pages it is helpful to
include a table of contents at the start or end of the document. The
contents page enables readers to quickly find relevant parts of the
document. It should contain the title and beginning page number of
each section of the proposal.
 How to Write a Better Proposal Introduction
Most people go through a "warm up" process while they try to figure out what to say. They
start off with something traditional and easy. Here are some examples:

-Our company is pleased to submit this proposal to…

-Founded in 1901, our company is an industry-leading firm that…
-Our company is located in Somewhere, Palestine and specializes in…
-Our company provides…

It's easy to describe yourself, but it's the wrong way to start your proposal.

You are a salesperson and the reader is the customer.

Your introduction should be about the customer interest— not about

you. The customer has two crucial questions:
-How you are going to fulfill their needs?
-What benefits they will derive from doing business with you?
 How to Write a Better Proposal Introduction
Even better still is to deliver benefits while fulfilling their needs in a way that
discriminates you from the competition.
Proposal Introduction should :

-Tell them that you will fulfill their needs or deliver what they want.

-Tell them that you will do it in a way that will provide benefits that are important to them.

-Introduce yourself by showing that you have the right qualifications to fulfill their needs.

-Then, explain why you are better positioned than anyone else to deliver the benefits you
described.

‫البد من العمل على تحقيق أهداف المؤسسة المقدم لها المقترح بصورة أفضل تجعلك األكثر تميزا في المنافسة‬
 To establish the hierarchy of problems in the light of
the cause and effect relationships to find the focal
problem

 To Illustrate the hierarchy of problems in a problem

tree to form a base for the objectives

‫وبتسلسل‬ ‫ال بد من توضيح التسلسل الهرمي للمشكلة بصورة تضمن ايصال الفكرة للقارئ بسهولة‬
Problem Tree
Causes and Effects Relationships

EFFECTS

CAUSES
Problem Tree
Causes and Effects Relationships

EFFECTS

CAUSES
 High level of
baby deaths
Infectious Epidemic
diseases diseases
EFFECTS

Inadequate Inadequate Limited access No clean

Baby vaccination to health drinking water
feeding services

Ignorance of Inadequate Low Faulty sewage No purification

mothers on health clinics Iincome system in the
nutrition system
level tire factory

COUSES
Low level Unemployment Inadequate
education infrastructure
Problem Tree
Problem Tree
Problem Tree
Problem Tree
1. Unemployment
9. İgnorance of mothers on
2. Inedequate child nutrition
infrastructure
10. Malnitrution for the
3. Low education level children
4. Faulty sewage system 11. Inedequate health clinics
12. Limited access to services
5. No purification system
in the tire factory 13. In the last one year child
mortality has increased
6. No clean drinking water %10
7. Epidemic disease 14. Infectious diseases
increased
8. Low income level
a process to

 Determine the objectives parallel to the problems by

stating the problems in a positive terms and

 form an objective tree (target tree) in the light of ends

and means relationships
. Problem Objective

High rate of child deaths To reduce the rate of child deaths

To reduce the rate of

High rate of infectious diseases
infectious diseased
 1. There should be only one goal per project.
2. The goal should be connected to the vision for
development.
3. should be possible to prove its merit and contribution to
the vision.

improving the water supply in quantity X and quality Y for the population of village Z

The objectives should address the core problem in terms of the benefits to be
received by the project beneficiaries or target group as a direct result of the project
 Turning negative conditions into positive in a certain time

.
Overall Objective ENDS

Project Objectives

Outputs
MEANS

Activities
 .

High level objective to which the Overall Objectives

project Contributes

Sustainable benefits for the target

group Project Objectives

The product of the activities Outputs

Actions undertaken to realize the

project objectives Activities Means
ENDS

MEANS
 To reduce the rate of
Child deaths
ENDS

To reduce the rate

of infections To reduce the
epidemics ‫االوبئة‬

To improve To increase To improve the To provide clean

the nutrition access to health drinking water
the services
for children vaccination
MEANS
Traning Improving the Constructing a
Improving Increasing
mothers on sewage system Purification system in the
clininics the incomes
nutrition tire factory
Strategy Analysis is a process to
• Determine the available resources and
limitations
• consider alternative ways to solve the problems
• Eliminate the targets beyond available means
• Choose the proper strategy

‫ال بد من تحديد وتقليص األهداف بحيث تصبح ضمن الموارد المتاحة‬

 a method of presenting the results of target analysis in a
systemastic and logical way to provide consistency and
avoid contradictions
It shows;
• The causal relationships between different levels of
objectives,
• Success indicators
• Sources of verification
• Assumptions

‫يجب المحافظة على عدم وجود تناقضات‬

 European Commission
USAID, USA DGCS - Min. of For. Aff., Italy
GTZ, Germany ICAX - Min. of Industry, Spain
DfID, Great-Britain SIDA, Sweden
NORAD, Norway UNIDO, Vienna
DANIDA, Denmark FINNIDA - Min. of For. Aff., Finland
AUSAID, Australia HELLASCO, Greece
Intercooperation, Switzerland WWF
Ministry of Foreign Affairs, France Int. Federation of Red Cross
DGCD, Belgium UNDP
FAO
Logical Framework Matrix
Objectives Verifyable
Sources of Assumptions
Indicators verification

Overall
Objective
Project
Objectives

Outputs

Activities Means Cost

Ön-koşullar
Precondition
Logical Framework Matrix
Logical Framework Matrix
Logical Framework Matrix
PROJECT SUMMARY MEASURABLE INDICATORS MEANS OF IMPORTANT
VERIFICATION ASSUMPTIONS

GOAL: Overall goal which The evidence (quantitative / Sources of information / (Goal to supergoal) Main
this project will help to qualitative) which will be used to data which will be used to external factors necessary
achieve measure / judge the achievement assess the indicator(s) to sustain objectives in the
of goal long run

PURPOSE: Immediate The evidence (quantitative / Sources of information / (Purpose to goal) Main
impact on the project area or qualitative) which will be used to data which will be used to external factors necessary
target group i.e. the change measure / judge the achievement assess the indicator(s) if project purpose is to
or benefit to be achieved by of the purpose contribute to reaching
the project project goal

OUTPUTS: The specific, The evidence (quantitative / Sources of information / (Outputs to purpose) Main
deliverable results expected qualitative) which will be used to data which will be used to external factors necessary
from the project to attain the measure / judge the achievement assess the indicator(s) for outputs to achieve
purpose of the outputs project purpose

ACTIVITIES: These are the INPUTS: This is a summary of Sources of information / (Activity to output) Main
tasks to be done to produce the project budget and other key data which will be used to external factors necessary
the outputs inputs assess the indicator(s) for activities to achieve
project outputs
Objectives indicators Sources of verification assumptions
Overall Objective
Improving the quality of life in X 20% increse in the income level in Impacat analysis
region X region in two years

Objective
Improving the horticultural At the end of the project, the Records of the Ministry of Enough demand and price level
production in terms of quality Horticultue land will reach to 4000 Atriculture on land use and for the additional production.
and productivity in X hectars. the productivity will production.
increase by 20%.

Output
Output 1: Increase in lettuce 20 tons increase in lettuce and 60 Random sampling studies and Farmers adopt new practices and
‫الخس‬production, tons increase in tomato production environmental impact analysis. varieties.
Out put 2. Production of new in X by the year …..
tomato varieties.

Activities Main inputs Cost

Activity 1.1. Introduction of new . 25 men/month consultancy To be computed It is possible fo find seeds suitable
production techniques in lettuce . 20 field studies for the area
and varieties in tomato
production. . Training of 66 farmers

No change in the policy of the

Ministry
 Assumptions are the external factors beyond control that may affect the
the project’s implementation and and long term sustainability.

 These conditions has to be met for the project to succeed

Assesment of Assumptions
 Indicators are the operational descriptions of the objectives.
They are the statements for objectives in terms of quantitiy,
quality, time and place.

 They need to be objectively verifiable

 They are the statements of

- Outputs for the activity objectives
- Outcome for the project objectives and
- Impact for the overall objectives
Five Steps to Develop Good Indicators

Project objective: Reduce the rate of

acute infections in the community
■ Quality (the nature of the indicator): Infection rates reduced;
■ Target Group (Who?): Infection rates reduced among school children;
■ Place (Where?): infection rates reduced among children of Village Z;
■ Quantity (How Much?): infection rates reduced among children of Village
Z by 45 percent;
■ Time: infection rates among children of Village Z reduced by 45 percent
by 2004.
Indicators must be “SMART”
SPECIFIC ‫محدد‬
MEASURABLE ‫قابل للقياس‬
AVAILABLE ‫متوفر‬
RELEVANT ‫ذو عالقة‬
TIME BOUND & COST EFFECTIVE ‫محدد زمنيا‬
Sources of Verifications

Questionaires
Cost

Interviews

Statistics
Repots
Records

complexity
 Activity Plan
•The activity plan should include specific information and explanations 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.
•breaks down the various steps involved in preparing an activity plan. In general,
two main formats are used to express the activity plan: a simple table and the Gantt
chart.
• A simple table with columns, as shown the next Figure , for activities, sub-
activities, tasks, timing and responsibility, is a clear, readily understandable format
for the activity plan.

•The Gantt Chart, a universal format for presenting activities in certain times
frames, shows the dependence and sequence for each activity.
 Activity Plan - Steps
1. List all Projects Activities.
2. Break Activities into manageable
tasks and sub-activities.
3. Clarify sequence and dependence.
4. Draw up a time line for each task.
5. Summarize the scheduling of
main activities.
6. Use Mile stones.
7. Define expertise.
8. Allocate tasks among the team.
Activity Plan - Steps
Activity Plan - Steps
Activit The name of the activity Person or Months
y No Institution
1 2 3 4 5 6 7 8 9 1 1 1
in Charge
0 1 2
F 1.1. Preparing brochurs on fodder A.H., XX
crops M.S.,
F 1.2. Selection of a demonstration H.Y., F.Y., XX
field
F 2.1. Seminars for farmers T.A., A.K., XX XX

… To develope and update a web- …….. X XX X XXXXXXX

page
F 3.3. Organizing a field day and a S.S., I.A. XX
trip
… Interim activity report ….. X
… Final evaluation report …. X
 Resource Plan
The resource plan should provide information on the means necessary to undertake
the project. Cost categories are established at this stage in order to aggregate and
summarize the cost information for budgeting.
 Büyçe
Bütçe
Salaries 5000 5500
Budget Maaşlar
Bütçe
Allowances
Salaries
Allowances
1250 1750
5000 5500
Vehicle Op.1250 3750
5000 5500 1750
4250
VehicleOffice
Op. 3750 750
4250 750
Harcırahlar 1250 1750
Office Tel/Fax 750 400
750 400
Araç 3750 4250
• A document that shows the amount of financial Ofis Tel/Fax
Seeds
750 400
SeedsFertiliser
Tel/Faks 400 850
850 1100
750 400
2300 3100
400 1100
Tohum Fertiliser 850 2300 1100 3100
resorce to be allocated for certain activities. Fertiliser 2300 3100
# Budget Items External Local Total
Source source
1 Personell (F4.4) 4800 4800
2 Consultants (F4.4) 2000 2000
3 Field Work (F1.1, F1.2, F1.3, F2.4, F3.5) 2850 2850
4 Out of City Trips (F1.1, F2.1) 1800 1800
5 Traning Material (F2.2, F3.5) 6100 6100
6 Training Organization (F2.3, F2.4, F3.2, F3.3) 3275 3275
7 Equipment (F4.3) 4700 12500 17200
8 Office Expenditures (F4.2) 700 350 1050
9 Project Promotion (F4.1) 500 500
10 Overhead Expenditure 600 600 1200
11 Total 27325 13450 40775
The basis for monitoring is set when the indicators for results are set. The project

proposal should indicate:

• how and when the project management team will conduct activities to monitor the

project’s progress;

• which methods will be used to monitor and evaluate; and

• who will do the evaluation.

 Monitoring and evaluation need to be carried out at

every stage of the project cycle.
Writing an Abstract for an Article, Proposal or Report

What is an abstract?
An abstract is a condensed version of a longer piece of writing that highlights the
major points covered, concisely describes the content and scope of the writing,
and reviews the writing's contents in abbreviated form. Abstracts are typically 100
to 250 words and follow set patterns.
Why is an abstract so important?
Help readers decide if they should read an entire article
Help readers and researchers remember key findings on a topic
Help readers understand the text by outlining key points prior to reading the full
document
Index articles for quick recovery and cross-referencing
 Questions an abstract should answer:
Why did you do this study or project? (Or why are you undertaking the
project/study?)
What did you do, and how? (What will you do? How?)
What did you find? (What do you expect to find?)
What do the findings mean?
Helpful tips when writing an abstract:
• Reread your article or proposal with the goal of abstracting in mind.
o Look specifically for these main parts of the article or proposal: purpose, methods,
scope, results, conclusions and recommendations.
o Use the headings and table of contents as a guide to writing your abstract.
• After you've finished rereading the article or proposal, write a rough draft without
looking back at what you're abstracting.
o Don't merely copy key sentences – you'll put in too much or too little information.
o Don't rely on the way material was phrased – summarize information in a new way.
• Revise your rough draft to:
o Correct weaknesses in organization
o Improve transitions from point to point
o Drop unnecessary information
o Make sure it is complete and accurate
o Fix errors in grammar, spelling and punctuation
o Make sure it’s written in the same voice as the paper
Project Abstracts: Guidelines
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:
Subject: What is the project about?
Purposes and Significance: Why is the project being done? What is to be
accomplished? Why is it important?
Activities: What will be done? What methods will be used?
Target Population: What special group is being studied or served?
Location : Where is the work being performed (if different from the location of
the Principal Investigator's organization)?
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?
The annexes should include all the information that is important, but is too large to be
included in the text of the proposal. This information can be created in the
identification or planning phase of the project, but often it is produced separately. The
usual documentation to be annexed to the project proposal is:
• analysis related to the general context (e.g. a civil society sector assessment);
• policy documents and strategic papers (e.g. a local environmental action plan);
• information on the implementing organizations (e.g. annual reports, success
stories, brochures and other publications)
• additional information on the project management structure and personnel
(curriculum vitae for the members of the project team);
• maps of the location of the target area.
• project management procedures and forms (organizational charts, forms, etc).
http://www.eeas.europa.eu/

http://www.jobsfund.org.za/

http://www.esf.org

http://www.fundsforngos.org/tag/middle-east/

http://www.fordfoundation.org/grants/grant-inquiry/middle-east-and-north-africa

http://www.dfid.gov.uk/work-with-us/funding-opportunities/not-for-profit-
organisations/global-poverty-action-fund/

http://www.devdir.org/asia_middle_east.htm

http://grants.library.wisc.edu/organizations/internationalfunding.html

http://cooperation.epfl.ch/2012Tech4Dev/Abstracts/Guidelines-n-Submission
1. Use outline formats and listings whenever possible to break up narrative
texts.
2. Use visuals to enhance and explain abstract concepts and relationships.
(Do not overuse.)
3. Don't overkill a point. State it, support it, and move on to the next point.
4. Use forecasting and internal summaries to help the reader know where
they are and where they are going.
5. Be generous with transitions as they will help the reader to know where
they have been and where they are going.
6. Avoid equivocal language, such as: "might, could, ought, may, should,
hope, will consider, it appears".
7. Don't avoid significant issues which apply to the project or potential
problems which may be relevant to the project. It is better to take a stand and
discuss a process for dealing with anticipated problems than to avoid these
questions.
8. Avoid inflated rhetoric or impossible promises.
9. Avoid unsupported subjective arguments.
10. Do not assume that the reader will be intimately familiar with the subject.
11. Sequence the components of the proposal in a logical manner.
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.
13. A proposal should be readable, should not be missing pages, and should be
written in the same consistent style throughout.
Obvious errors in writing undermine other evidence of competence. If basic
English is a weakness, 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.

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 suitable direct and simple language.
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 has been. Techniques for
doing this include headings, marginal notes, sectional introductions and prefaces,
summaries and appendices, outlines, charts and diagrams. Overusing them
however, clutters the visual field. Don't!
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 the text.
Diagrams and arrows can help show the flow of ideas and highlight important
points. Be careful of boxes. If possible, leave the sides open so the reader has
visual entry. Some people read around closed boxes, intending to come back, but
then forget.
2) Make the proposal easy to skim. Clear organization with distinct "road
signs" eases skimming. In addition:

Set a topic sentence into every paragraph. If an important topic sentence does not begin
the paragraph, show where it is embedded with underlining, italics or boldface type.
Use white space to set off and highlight significant items.
Set parallel structures and comparisons side by side, if possible, to make the
correspondences self-evident.
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.
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.
3) Make transitions smoothly

Do not let the reader get lost at junction points. Proper sequencing, clear
reference to earlier discussion, and constructive reasoning from such references
join up with selective repetition of key phrases and words to assure easy shifts of
perspective between sections, paragraphs and even sentences.
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 out
words and phrases and rearranging the remainder (changing only a few words),
good technical editors markedly clarify meaning. Try it!
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."
5) Simplify sentences.
When a page seems one big, black, unbroken wall of words, skim it for 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.
6) Use concrete, "picture" language:
Except when familiarity with technical terms must be shown, substitute everyday
words for the more abstruse (eg. "end" instead of "terminate"; "begin", not
"institute").

7) Convey liveliness and enthusiasm. This marks the proposer's commitment to the
project.

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.
Some principles for developing effective titles:
1. Try to formulate a title with 10 words or less. Some granting agencies specify
a title with less than 60 letters or characters.
2. Use as short but as descriptive a working title as possible, for your own early
reference. Even a couple of words will do.
3. Use a clear adjective-noun combination to identify the project with its generic
class.
Example: "Visual Acuity in Infants", rather than "Studies on the Development of
Objective Techniques for Monitoring the Development of Visual Acuity in
Infants".
4. If necessary to further distinguish the focus of the problem, use a subtitle.

Example:
"Visual Acuity in Infants: Objective Monitoring of its Development"
Some principles for developing effective titles:

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.
6. Avoid such fillers and non-communicating devices such as
A Study of... An Exploratory Study to Determine...
An Examination of... A Method to Explore...
unless the focus of your project is the methodology itself, rather than the results
of using the methodology.
7. Study titles of other funded projects in your field, for several reasons.
You will get some sense of the type of research currently funded and you will see
how specifically other researchers describe their projects. You will also see the
extent of precise technical language in your discipline.
Project Abstracts: Guidelines
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:
Subject: What is the project about?
Purposes and Significance: Why is the project being done? What is to be
accomplished? Why is it important?
Activities: What will be done? What methods will be used?
Target Population: What special group is being studied or served?
Location : Where is the work being performed (if different from the location of
the Principal Investigator's organization)?
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?
In general, abstracts should not exceed 200 words. They are intended to provide
a general understanding of what the project is about, not detailed explanations.
Each sentence should say something specific and worth knowing.
Allowing 200 words, with roughly 20 words per sentence, the abstract will have
approximately 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.

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 fits the funding priorities of the agency and who to use
as a technical reviewer. Often the abstract is entered into computerized retrieval
sources as the project description, so it is worth taking time to write it well.
1. Are there one or more goals that reflect the need for the project and clearly
show its purpose and direction?
2. Is there at least one objective for each need or problem committed to in the
needs/problem statement?
3. Are the objectives realistic and appropriate?
4. Are the objectives stated in terms of outcomes and not in terms of methods or
activities?
5. Do the objectives describe the population that will benefit?
6. Do the objectives state the time by which they will be accomplished?
7. Do the objectives describe the outcomes of the project in measurable terms?
8. Do the activity statements show how the objective will be put into operation
and accomplished?
1. Are there one or more goals that reflect the need for the project and clearly
show its purpose and direction?
2. Is there at least one objective for each need or problem committed to in the
needs/problem statement?
3. Are the objectives realistic and appropriate?
4. Are the objectives stated in terms of outcomes and not in terms of methods or
activities?
5. Do the objectives describe the population that will benefit?
6. Do the objectives state the time by which they will be accomplished?
7. Do the objectives describe the outcomes of the project in measurable terms?
8. Do the activity statements show how the objective will be put into operation
and accomplished?
1. Does the cover express something of the content of this proposal or the nature of your
organization?
2. Is there a Table of Contents?
3. Is there a title page with all necessary background information describing this document?
4. Is the summary no more than 3/4 of a page long?
5. Does the organization of the proposal enhance the content and make it easy to find/avoid types
of information?
6. Are the margins consistent?
7. Is the pagination accurate?
8. Did you use a consistent type-style?
9. Is the copying high-quality?
10. Did you footnote narratively?
11. Did you use color coding?
12. Did you avoid unnecessary charts, tables, diagrams?
13. Is the binding neat and attractive?
14. Has it been reviewed for spelling/grammar/diction?
15. Is the typing accurate?
1. Is the information attractively formatted?
2. Does the project/program title communicate meaningful
information?
3. Is the source of the funds indicated?
4. Is the funding agency's address given?
5. Is your address given?
6. Is your phone number listed?
7. Is an institutional contact person indicated?
8. Is the title page dated?
9. If required, is the page signed?
A few years ago NIH analyzed the reasons why over 700 research
proposal applications were denied. Their findings are worth
reviewing before preparing a proposal for submission to NIH or
any other granting agency.

I. Nature of the Problem (18%)

A. It is doubtful that new or useful information will result from the
project (14%).
B. The basic hypothesis is unsound (3.5%).
C. The proposed research is scientifically premature due to the
present inadequacy of supporting knowledge (0.6%).
II. Approach to the Problem (38.9%)

A. The research plan is nebulous, diffuse and not presented in concrete detail
(8.6%).
B. The planned research is not adequately controlled (3.7%).
C. Greater care in planning is needed (25.2%).
1. The research plan has not been carefully designed (11.8%).
2. The proposed methods will not yield accurate results (8.8%).
3. The procedures to be used should be spelled out in more
detail (4.6%).
D. A more thorough statistical treatment is needed (0.7%).
E. The proposed tests require more individual subjects than the
number given (0.7%).
III. Competence of the Investigators (38.2%)
A. The applicants need to acquire greater familiarity with the
pertinent literature (7.2%).
B. The problems to be investigated are more complex than the
applicants realize (10.5%).
C. The applicants propose to enter an area of research for which
they are not adequately trained (12.8%).
D. The principal investigator intends to give actual responsibility
for the direction of a complex project to an inexperienced
co-investigator (0.9%).
E. The reviewers do not have sufficient confidence in the applicants
to approve the present application, largely based on the past
efforts of the applicants (6.8%).
IV. Conditions of the Research Environment (4.8%)

A. The investigators will be required to devote too much time to

teaching or other non-research duties (0.9%).
B. Better liaison is needed with colleagues in collateral
disciplines (0.4%).
C. Requested expansion on continuation of a currently supported
research project would result in failure to achieve the main
goal of the work (3.5%).
A comparable study Based on a sample of 353 research grant applications

-- 18% forgot to number the pages.

-- 73% forgot to include a table of contents.
-- 81% had no abstract.
-- 92% failed to provide resumes of proposed consultants.
-- 25% had no resume for the principal investigator.
-- 66% included no plan for project evaluation.
-- 17% forgot to identify the project director by name.
-- 20% failed to list the objectives of the project.
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 be competing with you for the attention and favorable reaction of
those reviewers. It may be useful 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 competing proposals.
1. What exactly is the work to be accomplished ? The proposal should be as
explicit on this point as is possible.
2. What is the current state of our knowledge ? Where does one begin in
working on the task to be accomplished? The author should assume that
reviewers will be as well informed on this point as he or she is. They will
almost surely react unfavorably if the author appears to be ill-informed on this
point.
 3. What will be the state of our knowledge after successful
completion of the proposed work? To answer this question the
proposal must communicate:
a. The criteria for determining when the objective has been
attained.
b. The nature of the boundary conditions surrounding the state of
our knowledge when work toward the objective began.
c. The criteria by which progress toward the goal may be measured.
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 the probability that the chosen methods will, in fact, yield the desired
information?
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 consequences recognized?
6. What are the potential benefits to be derived from achieving the stated goal?
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?
8. How much effort will be required to perform the proposed work? How much
support of all types will be required to perform the work? Is the author's estimate
of the required effort realistic?
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 ?
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 consequences recognized?
6. What are the potential benefits to be derived from achieving the stated goal?
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?
8. How much effort will be required to perform the proposed work? How much
support of all types will be required to perform the work? Is the author's estimate
of the required effort realistic?
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 ?
Has the offeror demonstrated adequate knowledge about the background, operations, and status of the
program to be evaluated?
Has the offeror presented an approach which will achieve the stated objectives of the RFP?
Is the proposed approach supported with justification of why it should achieve the evaluation
objectives?
Do you think the suggested approach will work?
Has the offeror introduced unanticipated events which may result in a project overrun or an expanded
scope of work?
Has a specific management plan by task for period of performance been included?
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?
Has the offeror been realistic in the amount of time allotted for the performance of each task?
Has the offeror demonstrated competence in a highly specialized area, such as statistical analysis,
which is required for the evaluation study?
Has the offeror allowed for slippage in the preparation of questionnaires, test instruments, test
administration, data process, etc.?
If appropriate, have site visits been adequately provided for throughout the period of performance?
Are reports keyed to major milestones/events of the study?
If appropriate, has the offeror provided for use of community resources?
If data collection is required for a comparative study, has the offeror allowed for an adequate sample of
an experimental or control group?
Does the offeror specify the products which will result from the evaluation study?
Has the offeror allowed for OMB clearance on the development of measurement instruments?
The End