Designing Projects, Writing Them Up, Getting Them Funded A Professional Development Seminar IPGRI, 10 November 2006

Objectives of Seminar Provide approaches, suggestions, tips and advice to allow you to:  Become proficient at project design  Understand and use what makes a project attractive to donors  Improve your writing skills  Better present project budgets

Assumptions: #1  The basis of a persuasive concept note or proposal is a well-designed project.  So Part 1 of this seminar will suggest one way to design projects easily, enjoyably and efficiently.

Assumption #2  All international research and development donors – multi-lateral, bi-lateral and foundations – have some common preferences.  So Part 2 of this seminar will identify these preferences and suggest what you can do to play to those preferences.

Assumption #3  A well-written CN or proposal will do better than an equally worthwhile project that is poorly presented.  So Part 3 of this presentation will suggest how to improve your concept note and proposal writing skills.

Assumption #4  A good budget, i.e. one that is modest, realistic and detailed, is a key selling point in attracting donor funds.  So Part 4 of this presentation will provide tips on how to present your project budget as attractively as possible.

Part 1: Key Elements of Project Design

When designing a new project, you will need:  A project parent (the person who loves it most)  A design team (ideally 3 – 5 people)  Quality time to brainstorm project ideas  At least some evidence that ‘the world out there’ (beneficiaries, donors, superiors) wants what you will produce

Now you are ready to:  Assemble the design team  Set aside some quality time  Start brainstorming the elements of your project  Use a black or white board  Have one person as chief recorder of decisions and keeper of notes  Discuss the project in the following order...

First, the heart of every project: 1. Objectives: what do you want to achieve? 2. Activities: what do you plan to do? 3. Outputs: what will be in place at the end of the project? 4. Inputs: what do you need (people’s time, travel, materials, etc.) to achieve the outputs

When thinking about objectives  Think SMART!  Objectives should be Specific Measurable Achievable Realistic Timebound

Making objectives SMARTer “To enhance the proposal-writing capacity of IPGRI researchers” “To provide a 90 minute training seminar in proposal-writing skills to 25 IPGRI staff” “To equip 40% of IPGRI personnel with skills that will help them prepare better concept notes and proposals by providing a 90 minute training seminar.”

Partners – key project inputs  The key inputs to research projects are the skills and abilities of people.  Early on you need to identify the mix of skills you need to achieve your objectives. Nearly always this means partners.  Bring in those partners on the design effort as soon as you can – no later than the second draft.

Second: identify motives 1. Goal: Why do the project? 2. Beneficiaries: Who (as specifically as possible) will be better off because of the project? 3. Impact: In what way(s) will people be better off? How soon? How will you know?

Note the difference! Outputs relate to objectives Objective = to build 100 clincs in 3 years Output = At the end of 3 yrs, 100 clinics built Impact relates to goal Goal = improve primary health in Ghana Impact = clinics now built, but few doctors, and fewer drugs = low impact You promise outputs; you contribute to goal

Finally: cost the project Budget: How much will the project cost? (The project budget is the cost of all project inputs. Remember to include the cost of partners’ inputs.) Now you are ready to share your draft project design with others.

Writing up the project as a Concept Note  You have already identified all the elements you will need to prepare a concept note.  If the donor has a preferred format, always use that.  Otherwise, use your institute’s format, or the one shown in the next slide….

Title………… Budget and duration……….. Implementing partners…… Location………………..  The Problem and Why It Is Urgent  What Has Already Been Done  Goal and Objectives  Activities and Work Plan  Outputs  Inputs and Project Management Issues  Beneficiaries  Project Monitoring and Impact  Budget [handouts]

Part 2:  What do donors like?  How can you make your CNs and proposals attractive to donors?

Common Goals: MDGs To differing extents, all dev. donors are committed to contributing to the Millennium Goals, including: poverty alleviation protection of the environment food security improved quality of and access to: education, health, information, and communications bio-diversity For specific donor goals, see web sites, annual reports

All development donors seek to: …make disadvantaged people better off in some way. So, to attract development donor funds you must show how (and how much) the results of your work will make specific groups of people (beneficiaries) better off, and in what way.

What are donors looking for?  Realistic, quick, measurable impact  A team of partners, well-qualified and suited to the objectives.  A good monitoring system, with milestones  Proof that beneficiaries want your project.  A realistic plan for managing the project

What can give you the edge?  A “hot”, topical subject (GM foods, intellectual property, environmental clean-up, climate change).  Something new -- innovative approach, new partner, new country  A “name” researcher or supporter  Something dear to the individual donor’s heart (e.g. coral reefs)

Donors like projects that  Are sufficiently important to be worth doing  Fits into their strategic plan  Are beneficiary priorities  Are “manageable” (i.e. there’s a good chance you’ll achieve your objectives in the project life, with the project budget)...

Also projects that…  have the right balance of risks and returns  attract strong research partners that have a comparative advantage to carry out the project  are within the donor’s budget

Think early about staffing, partners  Unless your project is very small and simple, you are going to need the help of others  Do your partners have the time and interest to work with you?  Identify colleagues and partners as soon as you can, so that they can buy into the design of the project.

Talk to Beneficiaries…  If your project is not a priority with the target beneficiaries, chances are it won’t be a donor priority either.  Talk to beneficiaries and document what they say; use this info in your concept note to sell your project to your donor.

Design a manageable project… >that can show results in 1 – 3 years >doesn’t rest on tricky assumptions -- requiring good weather, strong government support >ideally has shown success, perhaps in pilot activities, or in other countries >doesn’t look greedy or self-serving

Get the right mix of risks, returns  Donors (like investors) are looking for low risk with high return.  Donors will ask: Is this project likely to succeed (achieve its objectives, and contribute to its goal)?  If the risk of failure is low, and the potential impact reasonably high, your topic is a likely winner.

How do donors react?  “What’s new?” Be sure to have an answer to that question up-front.  Which sections are read first? Most likely objectives, followed by the bottom line!  Some wicked donors may take the bottom line and divide by the number of beneficiaries! Take care!

What turns donors off?  Ignoring past projects, especially if the donor has been funding them. Do your homework. Include a section on “What Has Already Been Done”. Use “building on…”  Same old, same old. Do not expect a donor to fund your bread and butter research. No donor owes you a living!

More donor turn-offs  Over-ambitious projects or greedy budgets.  Donors may or may not know your science, but they will have lots of experience with projects, and are savvy about project costs and what can be realistically achieved in a limited amount of time.

Yet more donor turn-offs  Projects they cannot understand. Don’t use jargon or technical terms to lay readers, and don’t underestimate their intelligence!  Poorly presented, poorly spelled proposals. In the age of computers, sloppy presentation merely shows a lack of respect.  Over-glossy proposals. If you can afford gloss, you don’t need the donor funds.

Suggestion…  Develop a brand image (for your Institute or Program or both) -- color, type face, proposal format, etc. Use for papers, brochures, proposals, etc  Aim for a simple, business-like style, as in the science sections of The Economist (More on style later)  Make sure that brand is top notch -- so that the donor is always happy to see something arriving from you.

Don’t…  Send the same proposal to several donors, unless it is for something very small and simple -- e.g. sponsoring a participant in training. Why not?  Ever throw away old concept notes and proposals -- you may be able to recycle concepts, phrases, even whole paragraphs!

Do…  Keep all letters of support and praise in a file -- these can be very useful as annexes to full proposals.  Keep a file of articles on your subject from publications like Nature and Science. These are likely to contain quotable quotes.  Keep trying… proposal writing is like everything else -- practice makes it easier.

Also, do ask for feedback…  By and large donors take proposal review seriously -- certainly for competitive grants  You are entitled to ask for feedback.  Put a “hook” in your cover letter, then call or .  Be determined to learn, not repeat your failures [Donor Exercise]

Part 3:  How to improve your writing skills  How to identify and use two key writing styles in preparing concept notes and proposals  Selecting catchy titles

The three most important things… What do you think are the most important things about writing? >Good spelling? >Good grammar? > Large vocabulary? All these are very useful, but not the most important things.

The single most important thing about writing…  …is to think about your reader.  Think about your reader before and while you are writing  Know as much as possible about your reader(s) before you start to write.

The second most important thing about writing… Make your writing as easy to read as you can: use simple words use short, direct sentences use short paragraphs, plenty of white space use sub-heads use bullets use graphs, diagrams, boxes

The third most important thing about writing… Plan: then re-read, re-view, re-write  Plan before you write -- use an outline or format  Re-read and edit  Use friends, colleagues to review  Rewrite Everything you write (even s) can be improved by re-reading and editing!

Other useful tips  Use the active voice as much as possible  Choose lively verbs -- don’t repeat the same old ones (‘implement’)  Put points positively -- avoid negatives  Write as briefly as you can -- less is beautiful [Handout]

Exercise. Simplify…  prior to that time _____________  an abundance of ______________  frequently ___________________  in the event that ______________  for the purpose of _____________  in the majority ________________  make enquiry regarding _________  utilization/utilize _______________  at the present time _____________  in view of the fact ______________

More exercise  terminate _____________________  hold a meeting _________________  remunerate ___________________  close proximity of ______________  employ _______________________  commence ____________________  necessitate ___________________  at this point in time _____________  in the initial instance ____________  magnitude ____________________

Using different writing styles In preparing concept notes and proposals, you will find it useful to use two different styles of writing: Writing to inform Writing to persuade

Contrast the styles… Writing to Inform  write with your head  write to convey information  write with coolness, clarity and logic Examples: exam papers, paper for journals Writing to Persuade  write with your heart  write to persuade your reader to do something  write with urgency  write with passion Examples: advertisements, love letters and project proposals

You are writing to persuade because…  A concept note or proposal is, like an advertisement, designed to sell.  You are selling your project design to a potential donor.  You therefore need to use good sales techniques.  One of these techniques is using the writing to persuade style.

The most important thing about writing to persuade…  You need to appeal to the self- interest of your readers.  To understand their self-interest, you need to know as much about them as you can. (This is donor intelligence!)

Since donors are the readers of you CNs and proposals… You need to identify their self-interest by finding out both:  the agency’s priorities, and  (if possible) individual likes and dislikes Sources: Your institute ‘Donor Intelligence Unit’, donor websites, literature and face- to-face meetings.

The second most important thing about writing to persuade… WRITE WITH PASSION! Let your love of your subject come through in your writing

Tips for writing with passion  Use strong words like: urgent, vital, essential, new  Avoid vague “weasel words” like under certain circumstance  Use short sentences  Use as few words as possible  Use the active voice!

Use writing-to-persuade sparingly  You only use the writing-to-persuade style in certain sections of concept notes and proposals: “The Problem and Why It Is Urgent” Beneficiaries (Sometimes) Impact  In all other sections, use the writing-to- inform style

Catchy Titles: persuade and inform  A good title can sell a project.  A ‘colon’ titles can be catchy, informative and distinctive  Before the colon: short, snappy, easy to say  After the colon: more serious and informative  The snappy title will be how people talk about your project

Examples from CGIAR..  Fishes for the Future: identification and characterization of endangered aquatic species in selected tropical sites  Why did the chickens die? Developing low-cost and simple technologies for aflatoxin estimation in food and feeds

Examples from energy projects  Original: A Study of the Relationship of Urban Form, Energy Consumption and Greenhouse Effect on Korean Cities  Catchy: Finding the facts: providing information for Korean decision-makers on greenhouse gas reduction

Or… Original: Innovative Strategy to Enhance Stakeholders Understanding in Formulating Solutions to Vehicle Emission Problems in Jakarta Catchy: What works? A project to examine strategies for reducing car- caused air pollution in Jakarta

Other ‘selling’ elements…  A good cover letter, with a ‘hook’  Prompt and appropriate follow-up  On-going nurturing of existing donors  On-going search for new donors  Good public awareness program and institute branding  Widespread sharing of donor intelligence. [Writing Exercise]

Part 4: Presenting a convincing budget

Tips for good budget presentation  Always use the donor’s format, if they have one. If in doubt, ask.  If the donor has no preferences, use your institute format. Unless using a donor format, all CNs and proposals from a given institute should use the same format (style).  Budgets should be clear and easy to read; you aren’t there to explain them.

More tips  Every CN or proposal sent to a donor should have, at a minimum, a one-page summary budget.  The summary budget should give costs and totals for all line items for all years for all partners.  Each line in the budget should be footnoted with unit costs.

Yet more tips  Budgets should be realistic, but not greedy.  Avoid under-budgeting – an under-funded project cannot achieve its objectives or deliver impact.  Bay windows can help in budget negotiations.  Indirect costs are legitimate costs, and should be included in all budgets.

Illustrative budget line items I. Personnel II. Travel III. Supplies and Services IV. Equipment, Capital Costs V. Evaluation VI. Indirect Costs VII. Inflation and Contingency TOTAL

Proposal Budget Guidelines  Institutes do well to use guidelines to ensure consistency of pricing – so that all programs are always charging all donors the same costs.  Guidelines allow all proposal writers in an organization to use the same costs per site for: personnel, communications, equipment, supplies, workshops, training, indirect costs, etc.

Qualities of a Good Budget  A good budget is clear, transparent and easy to read.  Footnotes and rounding help make your meaning clear.  Anyone should be able to pick up your budget and understand how you intend to finance your project.

Footnotes – an example Line ItemYear 1Year 2 Total Personnel(1) Travel (2) Equipment (3) Total (1) Three person months of a senior agronomist at $5000/month for both years, plus one month of an economist at same cost in Year 2. (2) One RT airfare and per diem from Site A to $5000 in Year 1 and two in Year 2. (3) In Year 1 -- $10K for seedings, $20K for fertilizer and $30K for tools for farmers. In both years, $10K for renting well- drilling equipment.

Rounding: which is easier to read? Year 1Year 242,58024,500 17,00017,550 15,52516,750 12,000 22,000 Year 1Year

Tips for good budgeting  Don’t over-promise  If a donor cuts your budget, reduce objectives and activities accordingly, and make sure donor understands that less outputs will be delivered.  A padded, greedy budget will turn off your donor -- don’t be tempted to inflate salaries or travel costs.

Bay Windows A bay window in a house is something “extra” -- nice but not essential. A bay window in your project is something you can give away in negotiations without damaging the main thrust of your project Put 1 -2 bay windows in all your proposals.

Examples of bay windows  An extra project site  Another partner  An extra workshop  A further year of field trials  a second training program Bay windows are not the same as padding your budget -- i.e. inflating unit costs. Never do that!

Indirect costs All projects have direct costs (personnel, travel, equipment, etc.) All projects have indirect costs too small to measure (library, Finance Office, department head) You need those indirect cost items to run your project, but you don’t want to measure how much, so you use a fixed, audited rate. Most institutes have an indirect cost recovery rate.

More on indirect costs  The indirect cost recovery rate is obtained by dividing all non-direct costs of the institute by the number of its activities and projects.  Rates vary widely by type of organization.  In ag research, rates of 15% - 35% are usual.

Minimum Budget Requirements A title Currency denomination Rounding (show the degree) Totals for each year and each item A grand total = “the bottom line” Footnotes for each line item Inclusion of all costs, including partners, and all sources of funds [Handout – Good Sum Budget]

Golden rule for a convincing proposal Offer a moderate, realistic budget within which you can deliver significant outputs in the promised time, thereby making a real difference to the well- being of some significant number of probably disadvantaged people. [Exercise – Budgets and/or discuss ‘Improved’ CN Handout]

Related topics not covered today…  Moving from concept note to full proposal  The Log Frame: a design tool and/or a selling point  The importance of monitoring and milestones, and impact evaluation  Key issues in donor intelligence gathering and donor relations  Public awareness to support fund-raising