Proposal Writing

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SGS 901: ICT & RESEARCH METHODS    

MODULE: Proposal Writing

Prof. Ibisime Etela, (PhD, RAS) ([email protected]; [email protected]; 07034378380)

Dean, Faculty of Agriculture

Member, Africa Centre of Excellence in Oilfield Chemicals Research (CEFOR)

University of Port Harcourt, Nigeria

IARD & CEFOR, UniPort

mailto:[email protected]

mailto:[email protected]?subject=

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Pre-Lecture Questionnaire 1. Have you taken a formal course on proposal writing before? (Yes / No)

2. If your response to Question 1 is Yes, 2(a) When was the course? ……………………………… (dd/mm/yyyy) 2(b) Who was (were) the organizer(s)? ………………………………….. ………………………………………………………………………………….

3. What is your area of strength in proposal writing? …………………….. ……………………………………………………………………………………

4. What is your area of weakness in proposal writing? ……………………. …………………………………………………………………………………….

5. Have you secured grant/fellowship/scholarship before? (Yes / No)

6. If yes, please, provide year, name of award and funding body/agency ……………………………………………………………………………………

7. What is your expectation(s) from this module on proposal writing? …………………………………………………………………………………… …………………………………………………………………………………… ……………………………………………………………………………………

IARD & CEFOR, UniPortFood for Thought

“You are either

Running with a VISION

Going on a MISSION

Burning with a PASSION

in life.

But, if you do not belong to any of these then, life for you will or is reduced to a burden”

Dr. David Oyedepo

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INTRODUCTION

❑ Learning is a tool for capacity building

❑ Experiential learning enhances capacity

❑ However, experiential learning takes a lot of time, energy and other resources (infrastructure; equipment, etc)

❑ Grantseeking is an annual business conglomerate worth multitrillion naira. What is your share?

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PURPOSE OF PRESENTATION

✓ Create awareness for potential experts of proposal writing

✓ Make you interested and well-mobilized for seeking

grants ✓ Help you become active members of, at least, one

functional research team or the other ✓ Establish a reformed UniPort postgraduate

programme where grantsmanship is a practice, routine and even a culture or lifestyle

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LECTURE STRUCTURE

○ The art of proposal writing (Part I)

○ Creating logframe and project budget (Part II)

○ Approach for project implementation (Part III)

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LEARNING OBJECTIVES

○ Capacity to outline a research or project proposal

○ Enable participants prepare preliminary proposals

○ Participants draft fundable proposals

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LECTURE PATTERN AND ASSESSMENT

○ Throughout Lecture: Participatory learning

○ End of Lecture: - Participants outline own research project proposal

- Participants develop own fundable proposals

- Draft fundable proposals, review and submit

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The art of proposal writing (Part I)

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OUTLINE OF PRESENTATION (PART 1) IARD & CEFOR,

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❖ Channels of Scientific Communication

❖ Proposal as a Concept

❖ Frequently Asked Questions

❖ The Challenge

❖ Writing a Winning Proposal

❖ Project Proposal Format

❖ Some Pre-Proposal Steps to Follow

❖ Details on Each Proposal Section

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CHANNELS OF SCIENTIFIC COMMUNICATION

The different underlisted channels serve different purposes: 1)Research Journals 2)Research Reviews

3)Short Communications

4)Conference Papers and Posters

5)Thesis / Dissertation

6)Books and Chapters in Books

7)Annual and Technical Reports

8)Working Papers

9)Newsletters

10)Websites

11)Blogs and Discussion groups

12)Project Proposals and Reports

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PROPOSAL AS A CONCEPT

○ It is an art mastered via practise

○ Set of mini-research papers yet, to be implemented

○ Effective communication essential for good proposal

○ Two types of proposals: - long proposals - shorter letter proposals

○ Some organizations require Pre-Proposals or Concept Notes as entry points for proposals

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FREQUENTLY ASKED QUESTIONS IARD & CEFOR,

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Do I have a chance to secure grant?

Yes, 50-100% Is it easy to

secure grants? Never!

What do funders seek?

Contact one, past reviewers/grantees

Is writing a fundable proposal

really worth it? Yes, but, time consuming

How much can I request? See

guidelines

Do I need personal contact to get funded?

Unnecessary but, might be helpful

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THE CHALLENGE IARD & CEFOR,

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○ Good number of professionals find it difficult to put down ideas in simple, easy-to-follow pattern

○ Others even think that, writing a proposal is very difficult and time-consuming

○ Often times, many persons with bright ideas do not allow such ideas see the light of day

○ Doing it, systematically, following smaller step- by-step tasks makes it easier to put on paper

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Do your homework and plan the proposal –

contact key persons to help plan proposal and maximize possibility of

success

Write a carefully written, well-

reasoned proposal – good ideas poorly written

may be rejected

You must identify potential donors or funders

- each donor or funder has specific guidelines

Writing a Winning

Proposal – teamwork and three things are needful

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ADVANTAGE OF TEAM WORK

Poor team building

Good team building

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PROJECT PROPOSAL FORMAT

Specific proposal formats differ from one organization to another but, the basic elements are similar:

1)Project Title/Topic

2)Project Leader / Principal Investigator with affiliation

3)Executive Summary

4)Abbreviations and Acronyms

5)Introduction

6)Problem Statement and Justification

7)Goal and Objectives

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PROJECT PROPOSAL FORMAT   (CONT’D)

8) Expected Outputs

9) Methodology

10) Collaborators

11) Time Frame for project implementation

12) Project Time Line / Work Plan

13) Logical Framework

14) Project Budget

15) Annexes

EMPHASIS: Different donor agencies insist on different ways of arranging these basic elements of a typical proposal.

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SOME PRE-PROPOSAL STEPS TO FOLLOW  (FINE-TUNE & INCREASE COMPETITIVE ADVANTAGE) IARD & CEFOR,

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STEP 1: Request for current application forms/guidelines

STEP 2: Call a past grantee (of same donor or funder)

STEP 3:

Call a past reviewer (to same donor or funder)

STEP 4:

Contact Program Officer of the call for proposal

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1) PROJECT TITLE OR TOPIC

○ It is one of the most important parts of a proposal

○ Should be catchy and attract the interest of potential donors

○ It should be concise - maximum of 16 words but, 5 to 10 words is ideal

○ It should, accurately, reflect the contents of the proposal

○ It should carry selling words that would make it easy to pick up by future researchers

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EXERCISE 1: CONCEIVE PROJECT TITLE:      

REVISE THE TITLE OF YOUR PROJECT PROPOSAL TO BE BETWEEN 5 & 10

WORDS

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○ Research Grant-Winning Proposal Writing Workshop for doctoral candidates

○ Rebranding Centre for Oilfield Chemicals Research for Increased Donor Funding

○ Building University of Port Harcourt Staff and Students Capacity for Writing Grant-Winning Proposals

EXAMPLES 1: SAMPLE PROJECT TITLES

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EXAMPLES 1: SAMPLE PROJECT TITLES IARD & CEFOR,

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○ Observe the title above and comment, freely, on it

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2) PROJECT LEADER OR   PRINCIPAL INVESTIGATOR

○ Responsible for proper project implementation – usually, abridged curriculum vitae to be attached

○ Must be a ‘Champion’ or ‘Change Agent’ – an individual who: – believes in the new idea or concept – is motivated enough to convince others about the project – ensures project buy-in (acceptance of/support for it)

○ Able to secure commitment from heads of collaborating stakeholders and staff within his organization

○ Have good knowledge of his organization’s SWOT Analysis

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3) EXECUTIVE SUMMARY

○ Preferably, written last, and can stand alone

○ Is comprehensive / detailed yet, not too long, logical sequence of project proposal - 250 to 500 words in length

○ Proposal assessors use it to decide project funding suitability

○ It comprises short interconnected sentences indicating: – a brief project justification – an outline of project work plan – the expected project outputs – the significance of the project outputs

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4) ABBREVIATIONS AND ACRONYMS

○ Simply, shows abbreviations in proposal with their meanings

Other terminologies

○ Impact: expected project goal – plan influence on beneficiaries

○ Outcome: expected project result – has consequence on impact

○ Output: achievements realized from project implementation

○ Activities: specific actions taken during implementation

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5) INTRODUCTION

○ Are you competent, credible, possess professional and organizational qualifications?

○ What is the significance of your new idea or concept?

○ Endeavour to link your project with the funder’s priorities

○ Generally, your introductory section should: – clearly, establish who you are – describe the goals of your organization – demonstrate your track record in the project subject area – logically, connect to the problem statement

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6) PROBLEM STATEMENT   AND JUSTIFICATION

○ Purpose of study – condition to be changed

○ Extensive literature search on current thinking in the area

○ Demonstrate that, the identified problem can be solved

○ Generally, this section should: – show the importance and significance of the problem – indicate how problem relates to your organizational goals

– elicit the interest of the reviewer to read further

– relate problem and outputs to human needs and societal benefits

○ Certain statements weaken your case, avoid them: – “very little is known about …”

– “there is a lack of information about …”

– “no research has been conducted on …”

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7a) GOAL

○ Goal is the ultimate, global or long term project outcome(s) ○ Goal seeks to answer the so what project questions? ○ Goals are achievable 2-5 years and should be SMART

Inappropriate!! Appropriate!!

To improve health To improve health practices of people engaged in international trade and development

To reduce trade conflict

To increase effective management of trade conflicts among spare parts dealers in Rivers State

To increase standards of living

To decrease costs of doing car business in the southern part of Nigeria

SMART: Specific; Measurable; Achievable; Realistic; Time-bound

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7a) GOALS (cont’d): IARD & CEFOR,

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• Show the desired outcomes, accomplishments, results or purpose the project seeks to achieve - NOT THE ACTIVITY OR PROCESS.

• Indicate the expected broad changes in conditions (e.g. behaviour; attitude; economic; knowledge; capacity) and answer the “SO WHAT” after project completion question.

• Demonstrate how successful implementation of the project will contribute towards a larger development impact (e.g. any or combination of the UN Post-2015 SDGs).

• Usually, goals reflect a result achieved in an intermediate time period (2-5 years) - NOT IMMEDIATELY AFTER PROJECT COMPLETION, which is OUTPUT.

How to Write Quality Goals

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EXERCISE 2: DEVELOP PROJECT GOAL      

DEVELOP APPROPRIATE GOAL(S) FOR THE REVISED PROJECT TITLE

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○ Establish a reformed postgraduate programme where grantsmanship is a practice, routine and institutional culture

○ Towards a rebranded Centre for Oilfield Chemicals Research where grantsmanship is a lifestyle and a key performance indicator

○ Institutionalize grantsmanship in the University of Port Harcourt

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EXAMPLES 2: SAMPLE PROJECT GOALS

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7b) OBJECTIVES

○ Objectives (immediate outcomes) are specific compared to goals (ultimate global outcomes)

○ Objectives state project outcomes (i.e. end products)

○ Objectives are used to indicate: – hypotheses and or research questions – the intended outcomes of the project – they are SMART and can be evaluated or tested later – the importance of the outcomes to the funder

○ Good objectives state WHAT and WHEN something will be done NOT WHY or HOW it will be done (methodology)?

SMART: Specific; Measurable; Achievable; Realistic; Time-bound

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7b) OBJECTIVES IARD & CEFOR,

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• A statement of the desired, Specific, Measurable, Appropriate (Achievable), Realistic and Time-based program results.

• A well written objective(s) gives you direction for moving closer to your goal.

• It is, directly, linked to the goal(s) and intended output(s) required to attain goal- products, results, information, processes, services, etc.

• Reflect on what you hope to produce by undertaking a specific activity

• Reflects a result to be achieved in a, relatively, short period of time (0-2 years)

How to Write Quality Objectives

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7b) OBJECTIVES IARD & CEFOR,

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Attributes of SMART Objectives • Specify concrete events or actions to be taken

• Measure the quantities (amount; number; per cent; volume, etc) of resources, activities or changes to be used and the corresponding benefits (outputs; outcomes; impacts)

• Appropriate results that, logically, relates to the problem statement and desired effects are necessary

• Realistic results achievable with the available resources and implementation plan

• Time period when the objective(s) will be achieved will facilitate project M&E

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7b) OBJECTIVES IARD & CEFOR,

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Simple Logic for Writing SMART Objectives

To __________ (action/direction of change) the ________ (what knowledge, attitude, practices will be changed) In _______ (targeted population or area of change) by _______ (the expected amount of change in number or percent) as measured by ______(how will you measure the change) by _______ (time frame)

Examples 1.To increase the number of grants secured in the Centre

for Oilfield Chemicals Research by 25% (as measured by school records) by December 30, 2018.

3.To organize four training workshops on proposal writing skills to 200 faculty and postgraduate students (as measured by workshop reports) by December 30, 2018.

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EXERCISE 3: PROJECT OBJECTIVE(S):      

DEVELOP APPROPRIATE OBJECTIVE(S) FOR THE PROJECT GOAL(S) WRITTEN

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○ To create awareness for potential experts of grant-winning proposal writing

○ To elicit interest in seeking research grants by University of Port Harcourt staff and students

○ To facilitate creation of, at least, one functional faculty-student research team at the Centre for Oilfield Chemicals Research

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EXAMPLES 3: PROJECT OBJECTIVES

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8) EXPECTED OUTPUTS

○ Should be clearly defined – for example, say my study will improve oil recovery by 15% in horizontal oil wells and not to say it will increase the productivity of oil wells in the Gulf of Guinea

○ Clearly defined outputs make it possible to know when project objectives have been achieved

○ Generally, the expected outputs must be: – significant – finite – measurable – specific

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EXPECTED OUTPUTS (cont’d) (Indicators help point towards Project Objectives)

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What Is an Indicator? A variable measures one aspect of a programme, project or outcome

Usefulness of Indicators An appropriate set of indicators includes, at least, one indicator for each significant aspect of a programme or project

Types of Indicators 1) Output indicator

2) Impact indicator

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EXPECTED OUTPUTS (cont’d) (Indicators that Objectives are being achieved)

Output Indicator:

Measures product(s) produced and are quantitative -

number of persons or participants trained;

number of tangible things (hardware/software) created;

number of journal/conference papers published, and

Project report or student thesis/dissertation, etc.

Impact Indicator:

Measures actual change and are qualitative -

positive change in attitude,

improved practice, policy, etc.

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EXPECTED OUTPUTS (cont’d) (Guiding Criteria for Determining Indicators)

Generally, indicators must be Specific, Achievable, Realistic, and have Direct Link to the Project, while answering the following four critical questions:

Does it indicate the quantity we intend to assess?

Does it help us to know the quality we are expecting?

Does it show the timeframe we hope to achieve it?

Does it identify the location where it will occur in?

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EXPECTED OUTPUTS (cont’d) (Common Indicator Matrices)

• Counts • Number of staff and students trained • Number of workshop training materials distributed

• Calculations: percentages, rates, ratios • % of trained staff and students who wrote proposals • ratio of staff and students in research teams • rate of increase in number of proposals submitted

• Index, composite measures • Quality index comprising the sum of scores on separate

outcome indicators

• Thresholds and Frequency • presence or absence, observed or not observed, yes or no • pre-determined level or standard • daily, weekly, monthly, quarterly, bi-annually, annually,

biennially

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Pre-defined Indicators could be sourced from:

• past years of a programme

• related or similar programmes

• lists of global or recommended indicators (https:// unstats.un.org/sdgs/indicators/Official%20Revised %20List%20of%20global%20SDG%20indicators.pdf)

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https://unstats.un.org/sdgs/indicators/Official%20Revised%20List%20of%20global%20SDG%20indicators.pdf

IARD & CEFOR, UniPortUseful Information Sources for Setting

Indicator Targets:

• Past trends

• Client expectations

• Donor expectations

• Expert opinion

• Research findings

• What has been accomplished elsewhere

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Key Questions for Selecting and Using Indicators

• Do they meet programmatic needs?

• Will they give you useful information for decision making?

• Are they feasible considering time, money and staffing?

• Do they match external requirements?

• Are the data available?

• How accurate are the data?

• Are they standard indicators used across projects,

programs, countries?

• Are you collecting the information, appropriately?

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IARD & CEFOR, UniPortEXPECTED OUTCOMES

○ Capacity to outline a research or project proposal

○ Interest in seeking potential donors and preparing preliminary proposals

○ Willingness to draft and submit fundable proposals

○ Formation or membership of a functional faculty- student research team

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9) METHODOLOGY

○ Details activities (i.e. the HOW?) to achieve each objective

○ Presents a clear picture or scope of the study population

○ Shows the sequence, flow and interrelationship of activities

○ Indicates planned staffing and equipment requirements (what is available and the gap to be filled to accomplish objectives)

○ States associated risks and mitigation strategies for success

○ Summarize on a one-page time-and-task chart with milestones

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❑ After identifying the problem to solve and project objectives, the researcher needs to plan a sequence of activities to achieve the objectives

❑ The sequence of activities will depend on the type of experimental units

❑ The type of experimental units will lead to the particular experimental design

❑ Adopting the right experimental design results to a cost-effective and efficient way to achieve project deliverables

9) METHODOLOGY (cont’d) IC

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❑ To describe the step-by-step set of activities required to achieve set project objectives

❑ To present a clear picture of the experimental units (for empirical studies) and the study population (for social sciences)

❑ To give an indication of human, material and other resources needed to, successfully, implement the project

❑ To tell the reviewer the creative aspect of your proposed study and

❑ To sell the uniqueness of your approach to solving the identified problem

9) WHY SELECT A METHOD(S) IC

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❖ Assume you have the grant and have to start spending

❖ What is the first thing I will do or procure? – staffing (recruit; train), equipment, infrastructure, etc

❖ Who will do it?

❖ When will it be done?

❖ What will I do next?

❖ Keep asking the, “What should I do next?” to lead you through the whole procedures

❖ Identify the major milestones and group them into time- and-task chart – simple manageable steps to implement

9) HOW DO I WRITE A GOOD METHODOLOGY IC

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EXERCISE 4: WRITING METHODOLOGY      

DEVELOP APPROPRIATE RESEARCH METHODOLOGY FOR ACHIEVING THE

LISTED OBJECTIVES

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❑ Experimental designs help you to collect, process and analyze data from your experiment (mostly biological sciences) and studies (applicable also to social sciences)

❑ Experiments and or studies are, usually, conducted using relevant experimental designs

❑ There are two major types of experiments:

➢ Absolute: mean or variance (weight; height; length, etc)

➢ Comparative: compare between treatments; levels of treatments; social behaviours of different populations or gender; teaching methods, etc

9) WHY SELECT EXPERIMENTAL DESIGNS? IC

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9) WHAT ARE EXPERIMENTAL DESIGNS

❑ When appropriately selected, they enable the researcher carry out his/her project

❑ There are, basically, two types:

➢ Design structure: assigns experimental units into homogeneous groups or blocks

➢ Treatment structure: deals with grouping based on treatment combinations of different orders

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9) DESIGNS STRUCTURE

❑ Completely Randomized Design (CRD) or Simple Random Sampling Method

❑ Randomized Complete Block Design (RCBD) or Stratified Random Sampling Method

❑ Latin square design or Systematic Sampling (select every j-th unit)

❑ Others are: ▪ Lattice design ▪ Split-plot; Double Split (Split-Split) Plot designs ▪ Nested design ▪ Cluster Sampling, etc

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9) TREATMENT STRUCTURE

❑ One-way: a set of n treatments (3 or 4 treatments on growth

of animal or plant)

❑ Two-way: x of Treatment A combined with z of Treatment B

to give a xz Treatment A and B combinations

❑ Three or higher order of treatment combinations: depending on the complexity of the project

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9) EXAMPLES OF DATA SOURCES   (FOR SOCIAL SCIENCE RESEARCH)

❑ Qualitative Methods: colour, attitude, preference, etc

➢ Focus group discussion

➢ Key informant interviews

➢ Participatory rural appraisal/rapid appraisal techniques

❑ Quantitative Methods: numbers, weight, percent, etc

➢ Adequacy and plausibility assessments

➢ Surveys

➢ Pre-Post training tests

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9) CRITERIA FOR SELECTING EXPERIMENTAL DESIGNS

Nature of experimental units – level of homogeneity

The type of treatment design structure

The level of precision desired – separating experimental errors, block effects, etc

Amount of resources available – number of animals, plot size, soil nutrient concentration gradient, time availability, etc

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9) CRITERIA FOR SELECTING EXPERIMENTAL DESIGNS

Remember, there is always

an alternate route

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10) COLLABORATORS

○ Individuals and organizations including governments and their agencies sharing common goals / objectives as planned project

○ They partake in project execution or implementation

○ Seek their consents before including them in proposal

○ Assign specific roles to each of them in areas of competence

○ Most donors encourage multidisciplinary and or transdisciplinary collaborations and partnerships

○ Networking and collaborating enrich proposal

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10) COLLABORATORS (cont’d) IARD & CEFOR,

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11) TIME FRAME FOR   PROJECT IMPLEMENTATION

○ It is the section that tells the duration of the project or research

○ Duration can be expressed in months or years

○ Some funders stipulate project duration

○ This section guides the table of Time line or Work Plan

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12) PROJECT TIME LINE / WORK PLAN   (AN EXAMPLE OF A GANTT CHART) IARD & CEFOR,

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Creating logframe and project budget (Part II)

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13) LOGICAL FRAMEWORK  (ASSOCIATED TERMINOLOGIES) IARD & CEFOR,

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○ Indicators/targets: show when objectives have been achieved

○ Means of Verification: sources of data to authenticate targets

○ Assumptions: things considered necessary for project success

○ Impact: expected project goal – plan influence on beneficiaries

○ Outcome: expected project result – is a consequence of impact

○ Output: achievements realized from project implementation

○ Activities: specific actions taken during implementation

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13) LOGICAL FRAMEWORK  (SUMMARY OF TWO FRAMEWORKS) IARD & CEFOR,

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Type of Framework

Brief Description

Use for Program Management

Basis for Monitoring and Evaluation of PHE

Logic model

Logically, links inputs, processes, outputs, and outcomes of planned activities

Shows the causal relationship between inputs and reaching the objectives

Shows intended progress of activities at all stages of the program – aids indicator selection

Indicator matrix

Logically, links programme goal, objectives, outputs, outcomes, and activities

Shows the causal relationship and steps between activities and meeting objectives

Guides monitoring and aids assessment by stating the information you will collect, how, when, where, and why

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13) LOGICAL FRAMEWORK  (KEY TERMS ASSOCIATED WITH LOGIC MODEL) IARD & CEFOR, UniPort

1. Inputs: human, financial, social, political, or other resources needed to begin / complete programme

2. Processes: activities that produce immediate results – what will you be doing? Methodology?

3. Outputs: immediate results from your processes – what are the results of your activities?

4. Outcomes: longer term or intermediate results – the progress towards achieving your objectives.

5. Impact: long-term changes necessary to sustain your goal.

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13) LOGICAL FRAMEWORK  (DEFINITION & PURPOSE OF LOGIC MODEL) IARD & CEFOR, UniPort

Definition: • Diagrams that, identify and illustrate the linear

relationships flowing from inputs, processes, outputs, and outcomes.

• Inputs or resources affect processes or activities, which produce immediate results or outputs, ultimately leading to longer term or broader results or outcomes.

Purpose: • Provides a streamlined interpretation of planned use of

resources and desired ends. • Clarifies project/programme assumptions about linear

relationships between key factors relevant to desired ends

• Other terms used: M&E Frameworks, indicator matrixes

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13) LOGICAL FRAMEWORK  (TYPICAL LOGIC MODEL FOR TRAINING ACTIVITY) IARD & CEFOR, UniPort

INPUT PROCESS OUTPUT OUTCOME IMPACT

Times and skills to

develop new agricultural technology

training curriculum

Conduct training events

Local farmers trained in new

techniques

Increase in agricultural production from those who adopt

new technologies

Increased food

security in target

population

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13) LOGICAL FRAMEWORK  (TYPICAL LOGIC MODEL FOR FAMILY PLANNING ACTIVITY) IARD & CEFOR, UniPort

INPUT • Human

and financial resources

• Demand for FP in the community

PROCESS • Educate men and women about the advantages of modern method use

• Distribute FP methods in the community

• Train program staff in providing FP information and methods

OUTPUT • Sessions

held in community about family planning methods

• Increased interest in FP

• FP methods distributed in communities

• Clinic staff trained in FP method counseling

OUTCOME 1. Increased

access to contraceptive methods

2. Increased access to FP counseling

3. Increased number of new users of modern methods

4. Increased male participation in FP decisions

IMPACT • Increased contraceptive prevalence

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EXERCISE 5: Create a Logic Model for Your Project

Goal: …

Objective 1: Objective 2: Objective 3:

Activity 2:

Activity 4: Activity 5: Activity 3:

Activity 1:

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EXAMPLE 5: Create a Logic Model for Your Project

Goal: Improve the quality of life of people living in forest corridors and ecosystems while insuring sustainable management of Nepal’s natural resources

Objective 1: Health outcomes

of forest-dependent communities

improved by 2008

Objective 2: Enhance capacity of user groups to promote human and ecosystem health by 2007

Objective 3: Increase support

In forest user groups for PHE

by 2008

Activity 2: Develop

Community- based

Distribution System for

FP Products

Activity 4: Promote the Use of Improved Cooking

Stoves

Create Livelihood Opportunities that are

Eco-friendly (i.e., briquette

making from invasive plant species)

Activity 5: Empower Community Forest User Groups (CFUGs) to Manage Forest Assets and

Integrate P&H Interventions into Their Five-year Operational

Plans

Activity 3: Disseminate

FP HIV/AIDS

& PHE Information

through Non-formal Education Channels

Activity 1: Promote Family

Planning as a

Sustainable Livelihood

Approach (SLA) using

Traditional Media (street

Drama)

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13) LOGICAL FRAMEWORK  (INSERTING INDICATORS TO LOGIC MODEL) IARD & CEFOR, UniPort

Input Activity/ Process

Output Outcomes Impact

Quantifiable resources   going in to your activities – the things you budget for.

1. What you do to accomplish your objectives?

Immediate results   from your activity – people trained, services provided, items produced

Longer-term change in knowledge, attitude, behaviour, etc. related to program goal

Long-term, population level change. Can relate to a program or organization’ s vision/ mission statement

Indicators (example)

How do you measure this?

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13) LOGICAL FRAMEWORK  (INSERTING INDICATORS TO FAMILY PLANNING LOGIC MODEL) IARD & CEFOR, UniPort

OUTCOME 1. Increased access to FP services 2. Increased condom use

Indicators:

IMPACT • Increased contraceptive prevalence 

OUTCOME 1. Increased

access to FP services

2. Increased condom use

3. Increased male participation in FP

OUTPUT • Increased

interest in FP

• Sessions held in community about family planning methods

• Clinic staff trained in FP method counselling

INPUT • Human and

financial resources

• Demand for FP in the community

PROCESS • Educate women about the advantages of modern method use

• Distribute FP methods in the community

• Train program staff in providing FP information and methods

INPUT PROCESS OUTPUT OUTCOME IMPACT

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13) LOGICAL FRAMEWORK  (INSERTING INDICATORS TO FAMILY PLANNING LOGIC MODEL)

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Indicators:

INPUT PROCESS

OUTPUT • % of program

staff trained to provide FP information to youth

• # of educational sessions held in the community about FP methods

OUTCOME % of women who were clients of community-based FP distributor last year

• # of new acceptors of FP methods

• % of men who approved of FP for themselves or their partners

IMPACT • Contraceptive

prevalence rate  

IMPACT • Increased

contraceptive prevalence 

OUTCOME 1. Increased

interest in FP

2. Increased access to FP services

3. Increased male participation in FP

OUTPUT • Increased

condom use

• Sessions held in community about FP methods

• Clinic staff trained in FP method counselling

INPUT • Human and

financial resources

• Demand for FP in the community 

PROCESS • Educate women

on advantages of modern FP

• Distribute FP materials in the community

• Train program staff in providing FP information and materials

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Definition: A standardized summary of the project and its logic.

The Indicator Matrix is also called the M&E Framework

Purposes: • Summarizes what the project intends to do and how • Summarizes outputs and outcomes that will be monitored and

evaluated • Details the indicators that will be used to measure progress

and achievement of objectives • Encourages discussion of data sources

13) LOGICAL FRAMEWORK  (DEFINITION & PURPOSE OF INDICATOR MATRIX)

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LOGICAL FRAMEWORK (CONT’D) IARD & CEFOR,

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○ Donors who require a logframe also provide formats

○ Is a project planning and management tool useful for evaluation

○ Is a simple table or matrix that clearly summarizes the project

Project objective:

Objectively Verifiable Indicators (OVI)

Means of Verification (MOV)

Assumptions and Risks with Mitigation Plan

Impact

Outcome

Output(s)

Activities

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LOGICAL FRAMEWORK (CONT’D) IARD & CEFOR,

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Project summary Measurable Indicators

Means of verification

Important Assumptions

Impact: (Max 30 words)

Outcome: (Max 30 words)

0.1 0.2 etc.

Outputs: 1.

1.1 1.2 etc.

3. N.B. - If you have more than 3 outputs, insert a row(s). It is advised to have less than 6 outputs since this level of detail can be provided at the activity level.

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LOGICAL FRAMEWORK (CONT’D) IARD & CEFOR,

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Problem Statement: A description of the problem that a programme or project seeks to solve

Goal: The intended aim or impact over the life of a programme or project

Outcomes: The changes expected to result from a programme or project - positive changes among clients, communities, systems or organization

Rationales: Explain why you believe the programme activities will produce results

Resources: People, time, materials, funds required for a programme or project

Activities: The actions a programme or project shall take to to achieve desired results

Outputs: The tangible, direct products or results of the programme or project activities

Assumptions /Risks: State the factors necessary for programme or project success already in place

External Factors: Other influences on programme or project results; circumstances beyond programme or project control

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14) PROJECT BUDGET

○ This section is very crucial in the proposal because, it can lead to your proposal being thrown out, especially, when the budget gives you out as not being very knowledgeable about the project you are proposing to implement

○ Strictly, follow budget format/guidelines provided by the funder

○ Must be realistic, detailed, and accurate

○ Make provisions for inflation in multi-year projects

○ Avoid the following, when preparing budget:

– sloppiness (incomplete budget)

– wastages (inflated budgets are signals of waste) – creating doubts (when budgets are too low)

– calculation errors (portray you as careless)

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SAMPLE PROJECT BUDGET SUMMARY (Remember, Detailed Budget Must be Prepared as Provided in the Specific Call for Proposal or Concept Note Since Different Projects

have Different Durations - 6; 12, 18, 24, 36, 48 or more months)

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Budget Item Year 1 Year 2 Year 3 Total ($) %

Travels 20,800 21,840 22,880 65,520 15.1

Equipment 30,080 31,584 33,088 94,752 21.8

Other direct costs 14,250 14,963 15,675 44,888 10.3

Salaries and Stipends 14,700 15,435 16,170 46,305 10.6

Consultants 7,000 7,350 7,700 22,050 5.1

Contracted Services 44,700 46,935 49,170 140,805 32.4

Total Direct Costs 131,530 138,107 144,683 414,320 95.2

Institutional Indirect Costs 6,580 6,910 7,235 20,716 4.8

Grand Total 138,110 145,017 151,918 435,036 100

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15) ANNEXES

○ Provide details of other documents that support proposal

○ Also, contain maps and other explanatory diagrams, if any

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CHECKLIST FOR FLYING PROPOSALS (PARTS I & II) IARD & CEFOR, UniPort

❑ Can your idea be presented in one or two sentences?

❑ Is there a definite problem targeted for solution?

❑ Is your idea a creative or unconventional approach to solving the identified problem?

❑ Does your idea have the relevant scientific solution to succeed?

❑ Can the idea be, successfully, implemented within the proposed budget?

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Approach for project implementation (Part III)

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OUTLINE OF PRESENTATION (PART III) IARD & CEFOR,

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❖ Project Implementation Plan

❖ Implementation Plan Outlines

❖ Critical Success Factors

❖ Project Team and Leadership

❖ Managing Donor Responses

❖ Grants Management Basics

❖ Sources of Funding Opportunities

❖ Further Readings

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PROJECT IMPLEMENTATION PLAN

Why prepare an Implementation Plan? To answer three fundamental questions:

What is or are the project objective(s)?

How will the project be executed?

What are the indicators that the objectives have been achieved?

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IMPLEMENTATION PLAN OUTLINES

○ Project Title – 5 to 10 words ideal (or maximum 16 words)

○ Justification – state problem/challenge, reason for occurrence, collaborators (if any)

○ Project Objectives – indicate purpose for study

○ Target Audience – state direct and indirect beneficiaries

○ Project Benefits – outline short-, medium- and long-term specify whether direct or indirect

○ Inputs – personnel, equipment, communication facilities, etc available/needed to conduct project activities

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IMPLEMENTATION PLAN OUTLINES   (CONT’D)

○ Outputs – specify quantitative and qualitative results

○ Project Activities – outline activities to complete project

○ Roles and Responsibilities – specify activities per named team member / due dates

○ Project Budget – indicate items and costs; direct/indirect costs; value in-kind, in-time, sunk cost

(embedded cost, prior year cost, stranded cost, sunk capital)

○ Timeline – Gantt chart should be attached; milestones

○ Monitoring and Evaluation – regular meetings; reports

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Critical Success Factors

Commitment from heads of stakeholder

units

Good knowledge of your organization’s

SWOT Analysis

Commitment from all staff of your organization

Need for a Champion or Change

Agent

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PROJECT TEAM MEMBERSHIP

➢ Good knowledge of internal organizational functions and procedures

➢ Appreciates the “unwritten” organizational cultures

➢ Good interpersonal relationship

➢ Prior experience of good team work

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PROJECT TEAM LEADERSHIP

☑ Leadership capacity – guides team for solutions

☑ Excellent communication skills

☑ Understands the vision of the organization

☑ Easy access to organization’s leadership and management team

☑ Tactfulness, patience, ability to think – emotional intelligence

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PROJECT TEAM LEADERSHIP (CONT’D) IARD & CEFOR,

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MANAGING DONOR RESPONSES

❖ Proposal Accepted – implement project as approved

❖ Proposal Returned for Revision – revise and resubmit according to reviewer’s comments

❖ Proposal Rejected – ask for Debriefing – politely, ask for suggestions and criticisms – use response to appreciate why rejected – do not judge, blame or feel bad – rather, identify the learning points – improve the proposal for next time

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GRANTS MANAGEMENT BASICS

❖ After securing the grant, WHAT NEXT?

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ROLES AND RESPONSIBILITIES  (GRANTEE)

❖ Ensure compliance with donor/funder regulations

❖ Maintain adequate financial and technical records

❖ Communicate, regularly, with all stakeholders

❖ Ensure effective cash management

❖ Monitor and evaluate budget against activities

❖ Ask for “No-Cost Extension (NCE), where necessary

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ROLES AND RESPONSIBILITIES  (PROJECT MANAGER)

❖ Performs overall responsibility and oversight including managing contracted services

❖ Comprehend and comply with terms and conditions of the grant

❖ Ensure successful achievement of project goal(s) and objective(s)

❖ Submission of relevant progress, procurement and financial reports within stipulated deadlines

❖ Maintain all records for audit purposes

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RISK INDICATORS IN GRANTS MANAGEMENT

❖ Misuse of project funds

❖ Failure to comply with agreed rules and regulations

❖ Tolerance of misconduct or violation of grants conditions

❖ Spend funds on wrong budget category

❖ Allow ongoing minor problems left unresolved

❖ Compromising meeting project goals and giving false certification of requirements

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BEST PRACTICES IN GRANTS MANAGEMENT

❖ Organize for receipt and management of grants

❖ Convene meeting of all stakeholders once grant is received

❖ Ensure consensus and regular team building efforts through effective communication

❖ Develop internal guideline for managing grants

❖ Have internal quality assurance in place

❖ Continually, build team stakeholder capacity

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SOURCES OF FUNDING OPPORTUNITIES

❑ Through search engines – Google ❑ International donors and funders: AAU (www.aau.org);

ACU (https://www.acu.ac.uk); AGRA (www.agra.org);

BMGF (www.gatesfoundation.org); DFID (www.gov.uk/dfid);

DAAD (https://www.daad.de/); USAID (www.grants.gov);

EU (EuropeAid); Sida (www.sida.se); Fulbright (www.cies.org); IDRC (www.idrc.ca); IFS (www.ifs.se); NSF (www.nsf.gov)

❑ National donors and funders:

PTDF (www.ptdf.gov.ng); TETFund (www.tetfund.gov.ng);

NAPEP (www.napepnigeria.org); NCRI (www.arcnigeria.org) ❑ Some Embassies and High Commissions in Nigeria ❑ Newsletters: AfNet; CKDN; SciDev.net; PAEPARD; Rellefweb ❑ Databases: www.terravivagrants.org; www.fundfomgos.org ❑ Local and Foreign Newspapers and Magazines

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http://www.aau.org/

https://www.acu.ac.uk/

http://www.agra.org/

http://www.gatesfoundation.org/

http://www.gov.uk/dfid

http://www.grants.gov/

http://www.ptdf.gov.ng/

http://www.tetfund.gov.ng/

http://www.napepnigeria.org/

http://www.arcnigeria.org/

http://www.terravivagrants.org/

http://www.fundfomgos.org/

FURTHER READINGS ○ Common Grant Application (National Network of

Grantsmakers), http://www.nng.org/cga.html. ○ Grant Writing Tips Sheet, http://grants1.nih.gov/grants/

grant_tips .htm. ○ Grant-writing Tools for Non-profit Organizations (Non-Profit

Guides), http://www.npguides.org/. ○ Onoja, A.O. (2012) Guide to Modern Research Report Writing

and Dissemination Organization, Criterion Consult (Nig.), Lagos, Nigeria.

○ Sample proposals: http://www.npguides.org/guide/ sample_proposals.htm.

○ Vincent, F. (2003) Fundraising and Financial Management – A guide for NGOs and Southern Development Organizations, Development and Innovation Network (IRED), Geneva, Switzerland.

○ [email protected].

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http://www.nng.org/cga.html

http://grants1.nih.gov/grants/grant_tips%20.htm

http://www.npguides.org/

http://www.npguides.org/guide/sample_proposals.htm

http://[email protected]/

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Post-Lecture Questionnaire 1. Were your expectations met? (Yes / No)

2. If your response to Question 1 is Yes, please, state how: …………………………………………………………………………………… …………………………………………………………………………………… ……………………………………………………………………………………

3. Please, suggest areas for improving the presentation? ……………….. ……………………………………………………………………………………

4. Which aspect of the presentation did you dislike most? ……………….. …………………………………………………………………………………….

5. What aspect of the presentation did you like most? …………………….. …………………………………………………………………………………….

6. In what way(s) has the presentation, changed your thinking? ……….. ……………………………………………………………………………………

7. Please, state your key next steps to actualize this new thinking …………………………………………………………………………………… …………………………………………………………………………………… ……………………………………………………………………………………

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103

Thank You

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104

TAKE HOME ASSIGNMENT Write a concept note on the new project topic you developed during the module and email ([email protected]) for review.

Email Subject Line: INRES 2021 PhD Concept Note - first name.surname

The format should be in: • Font type and size = Arial 12 • Line spacing = single line • Not more than three A4 pages plus one for logframe

Submission Timeline: • 14th July 2021: Student emails draft proposal • 28th July 2021: Lecturer returns reviewed draft • 4th August 2021: Student re-mails revised draft • 11th August 2021: Lecturer confirms revision

- Student proofreads work & searches for donors - Student locates prospective funding source - Then, apply based on potential donor deadline

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mailto:[email protected]?subject=