Saturday, January 29, 2011
Tuesday, January 4, 2011
Proposal writing short course
IntroductionThe subject of this short course is proposal writing. But the proposal does not stand alone. It must be part of a process of planning and of research on, outreach to, and cultivation of potential foundation and corporate donors. This process is grounded in the conviction that a partnership should develop between the nonprofit and the donor. When you spend a great deal of your time seeking money, it is hard to remember that it can also be difficult to give money away. In fact, the dollars contributed by a foundation or corporation have no value until they are attached to solid programs in the nonprofit sector. This truly is an ideal partnership. The nonprofits have the ideas and the capacity to solve problems, but no dollars with which to implement them. The foundations and corporations have the financial resources but not the other resources needed to create programs. Bring the two together effectively, and the result is a dynamic collaboration. You need to follow a step-by-step process in the search for private dollars. It takes time and persistence to succeed. After you have written a proposal, it could take as long as a year to obtain the funds needed to carry it out. And even a perfectly written proposal submitted to the right prospect might be rejected for any number of reasons. Raising funds is an investment in the future. Your aim should be to build a network of foundation and corporate funders, many of which give small gifts on a fairly steady basis and a few of which give large, periodic grants. By doggedly pursuing the various steps of the process, each year you can retain most of your regular supporters and strike a balance with the comings and goings of larger donors. The recommended process is not a formula to be rigidly adhered to. It is a suggested approach that can be adapted to fit the needs of any nonprofit and the peculiarities of each situation. Fundraising is an art as well as a science. You must bring your own creativity to it and remain flexible. |
Gathering Background InformationThe first thing you will need to do in writing your proposal is to gather the documentation for it. You will require background documentation in three areas: concept, program, and expenses. This data-gathering process makes the actual writing much easier. And by involving other stakeholders in the process, it also helps key people within your agency seriously consider the project's value to the organization. Concept It is important that you have a good sense of how the project fits with the philosophy and mission of your agency. The need that the proposal is addressing must also be documented. These concepts must be well-articulated in the proposal. Funders want to know that a project reinforces the overall direction of an organization, and they may need to be convinced that the case for the project is compelling. You should collect background data on your organization and on the need to be addressed so that your arguments are well-documented. Program Here is a check list of the program information you require:
You will not be able to pin down all the expenses associated with the project until the program details and timing have been worked out. Thus, the main financial data gathering takes place after the narrative part of the master proposal has been written. However, at this stage you do need to sketch out the broad outlines of the budget to be sure that the costs are in reasonable proportion to the outcomes you anticipate. If it appears that the costs will be prohibitive, even with a foundation grant, you should then scale back your plans or adjust them to remove the least cost-effective expenditures. |
Proposal: Guidelines and Samples
Proposal: Guidelines and Samples
A Technical Proposal on the Construction of Pantabangan Dam
December 28, 2010, 2:53 am
ApproachThe Pantabangan Dam is proposed to be built seven kilometers upstream of
1.1 To demonstrate the most suitable water management to expand irrigated area
1.2 To adopt practical cropping pattern to increase production
1.3 To organize farmer and users into irrigation associations for better implementation of water distribution ; and
1.4 To serve as a training center for the job training of NIA personnel and farmers
Because majority of the irrigation systems in the
Other problems are after the rainy season when the flow of water from the river decreases sharply which affects the capacity of the systems for double cropping.
These situations create the problem of rice production to support the country’s rapidly expanding population. To solve this problem, the Pantabangan Dam is proposed to be constructed, primarily as a good source of irrigation, and secondly, as a source of power generation.
Description of the Solution
With the help of the Development Bank of the
In 1961, the U.S. Agency for International Development (USAID) referred to its Washington Office a cooperative project/proposal with the National Economic Development Authority to conduct a comprehensive study of Philippine water resources and identify projects of greatest potentials for development.
This recommendation led to the signing of the agreement on October 25, 1962 between the
By 1966, engineers of the Bureau of Reclamation under contract with the NEC-USAID came out with the feasibility report identifying USBPR as having the greatest potential for development. In 1968 of May, a joint technical staff was created by President Marcos to conduct further studies on the possibilities of reducing the cost estimated by USBR.
Resources
In June 1969, the Philippine Congress adopted R.A 5499 authorizing the construction of the Pantabangan Dam, its appurtenant structures and irrigation service facilities and providing local counterpart funds. Subsequently, in August of the same year, the world bank approved a $34 M loan to finance the foreign exchange cost of the project. The contract for its construction was awarded to Hydro Resources Corporation (CONSORTIUM of some Filipino Contractors). In 1972, Presidential Decree No. 35 set aside a Guarantee Fund of Php720 M to ensure the completion of the project including the funding for the power function and execution of further studies to expand the project benefits.
Discussion
The Pantabangan Dam is about seven kilometers upstream of
The Pantabangan Dam is designed with two tunnels, 30 meters apart at the bottom of the main dam’s left abutment, each measuring 576 meters long and 7 meters in diameter. Each has a design discharge of 1643 per second One of the tunnels supplies the irrigation needs of the service area while the other is for the future generation of Hydro-electric Power.
A concrete chute type spill way with design discharge of 4,200 cubic meters per second is located at the end of the ava embankment. It is 260 meters long and has four bays, three of which are gated, and the fourth, an overflow.
A connecting open channel sets across the ridge separating the main and ava reservoirs, at an elevation of 200 meters above sea level and measuring about 200 meters long and 60 meters wide. It will divert the excess water from the main reservoir to the ava reservoir and to the spill way.
The Reservoir
The Pantabangan reservoir, consisting of the main and the auxiliary reservoir, submerges the town of
The allocation of the reservoir space is 330 million cubic meters of flood storage, 17,353 million cubic meters storage for irrigation and domestic water supply, ineffective storage of 95 million cubic meters and 668 million cubic meters surcharge. The allowance for sedimentation is 130 million cubic meters.
Some 150,000 hectares of forest and range lands compose the watershed.
Hydroelectric Power
The Pantabangan Dam includes power generating units with the installed capacity of 100,000 kilowatts. Two units of 50 megawatts generators which could be installed at the downstream of the dam would add more than 70,000 kilowatts of dependable capacity and generate some 232 million kilowatt hours of electric energy annually.
Cost Analysis
The dam is estimated to cost Php720M to ensure completion of the project including the funding for the power function and execution of further studies to expand the project benefits.
Time of Completion
The dam is estimated to be accomplished within 3 years and 5 months starting March 3, 1978 and is to be completed by August, 1981.
Internal Proposal – Proposal for Capital Appropriations
September 15, 2010, 12:45 am
To: Harold Clurman, Plant SuperintendentFrom: Fred Nelson, Safety Officer
Date: August 4, 1998
Subject: Safety Practices for Group 333
Many accidents and near-accidents have occurred in Group 333 because of the hazardous working conditions in this area. This memorandum identifies those hazardous conditions and makes recommendations for their elimination.
Hazardous Conditions
Employees inside the factory must operate the walk-along crane through aisles that are frequently congested with scrap metal, discarded lumber, and other refuse from the shearing area. Many surfaces in the area are oil-coated.
The containers for holding raw stock and scrap metal are also unsafe. On many of the racks, the hooks are bent inward so far that the crane cannot fit into them properly unless it is banged and jiggled in a dangerous manner. To add to the hazard, employees in the press group do not always balance the load in the racks. As a result, the danger of falling metal is great as the unbalanced racks swing practically out of control overhead. These hazards endanger employees in Group 333 and also employees in the raw-stock and shearing areas, because the crane passes over these areas.
Hazards also exist in the yard and in the chemical building. The present method of dumping strip metal into the scrap bins is the most dangerous practice of all. To dump this metal, the tow-motor operator picks up a rack, with the rack straddling the tow-motor forks, and raises it over the edge of the scrap-metal bin. The operator then rotates the forks to permit the scrap metal to fall from one end of the rack. As the weight shifts, the upright frame at the other end of the rack slams into one of the tow-motor forks (now raised 12 feet above the ground, inside the scrap tub). This method of operation has resulted in two tow-motor tip-overs in the past month. In neither incident was the driver injured, but the odds are great that someone will be seriously harmed if the practice continues.
Group 333 employees must also dump tubs full of scrap metal from the tow motor into the 10-foot-high scrap bins. In order to dump the metal on the tow-motor forks, the operator raises the tubs high above his head. Because of the unpredictable way in which the metal falls from the tubs, many facial cuts and body bruises have resulted. Employees who work in the yard are also subject to danger in winter weather: all employees have been cut and bruised in falls that occurred as they were climbing up on scrap bins covered with snow and ice to dump scrap from pallets that had not been banded.
Finally, nearly all Group 333 employees who must handle the caustic chemicals in the chemical building report damaged clothing and ruined shoes. Poor lighting in the building (the lights are nearly 20 feet above the floor), storage racks positioned less than two feet apart, and container caps incorrectly fastened have made these accidents impossible to prevent.
Recommendations
To eliminate these hazards as quickly as possible, I recommend that the following actions be taken:
1. That Group 333 supervisors rigorously initiate and enforce a policy to free aisles of obstructions.
2. That all dangerous racks be repaired and replaced.
3. That the Engineering Group develop a safe rack dumper.
4. That heavy wire mesh screens be mounted on the front of all tow motors.
5. That Group 333 employees not accept scrap in containers that have not been properly banded.
6. That illumination be increased in the chemical building and that a compulsory training program for the safe handling of caustic chemicals be scheduled.
I would like to meet with you and the supervisor of Group 333 before the end of the month, as your schedule permits. You will have my complete cooperation in working out all of the details of the proposed recommendations.
Proposal for Upgrading
September 1, 2010, 8:26 am
TO: Marge Dundas, DirectorPersonnel Resources
FROM: Leslie Galusha, Manager
Administrative Support Services
SUBJECT: Upgrading from Typewriters to Word Processors
We are receiving an increasing number of requests to prepare direct mailings that involve sending each recipient an original copy, especially from the Advertising, Public Relations, and Employee Relations Departments. The cost of calling in temporary help to get the typing done is very high, and an abnormal workload results from our efforts t get the extra work done. In addition, the pressure causes much confusion and many frayed nerves.
I propose that we purchase a word processor to enable us to handle the increased workload without the cost and disruption of bringing in temporary help. The following details show the savings and efficiency of the Toshiba EW-100 Word Processor as compared with our present method of dealing with the problem.
Efficiency
The Toshiba EW-100 Word Processor has a merge feature that permits the operator to type the basic letter as one file, substituting a special character for any word or words that will change from one letter to the next (such as name and address), and to type the word or words to be substituted for the special character (such as name and address) as a separate file. Then the operator simply sets up the printer for merge printing and presses the MERGE key. The system automatically types all the letters, substituting the indicated word or words from the second file in each consecutive letter. This operation is many times faster than the best human typist, and it is entirely error-free, once programmed.
Keyboard entry on the Toshiba EW-100 Word Processor is much more efficient than it is with typewriter. Instead of having to “paint out” an error or use typewriter correction paper, the operator simply strikes over the error. (The system automatically corrects the error on the diskette.) Because correcting an error is so easy, statistics show that the operator’s typing speed increases.
An additional advantage of upgrading from typewriter to word processor is file storage. Rather than using bulky filing cabinets for 8 1/2 by 11 inch paper, we can store over 600 pages on a single 8-inch diskette. One single 11/2 inch diskette container holds ten diskettes, or more than 6,000 pages (double-spaced), thereby reducing our storage requirements dramatically.
Having a Toshiba EW-100 Word Processor and one trained operator would eliminate the need for temporary typists and the confusion caused by our training these typists while attempting to meet our own deadlines. In short, we could carry on with our normal office routine. A normal routine not only would improve our employee’ morale but would increase their efficiency.
Cost Savings
Purchase of the Toshiba EW-100 Word Processor with a Ricoh 45 characters per second daisy wheel printer would result in a savings of over $3,500 in the first year, as shown below.
Purchase price of Toshiba, EW-100 with Ricoh printer ——— $5,000
Cost of temporary typists from Wilson Secretarial Agency last year ——$7,400
Typewriter rental from World Office Machines last year ———-$1,120
Savings the first year ($7,400 + $1,120 – $5,000 = $3,520) ——- $3,520
Since purchase of the Toshiba EW-100 Word Processor is a one-time cost, the savings would be substantially greater after the first year.
On the basis of these facts, I recommend that we purchase a Toshiba EW-100 Word Processor. Enclosed is a brochure that describes the Toshiba EW-100 Word Processor in detail. I will be happy to provide any additional details about the system, as I understand it, at your request.
Sample Sales Proposal
August 19, 2010, 12:44 am
Sales ProposalTo Landscape the New Corporate Headquarters of the Watford Valve Corporation
Submitted to: Ms. Tricia Olivera, Vice President
Submitted by: Jerwalted Nursery, Inc.
Date Submitted: February 1, 1992
Jerwalted Nursery, Inc., proposes to landscape the new corporate headquarters of the Watford Valve Corporation, on
The lot to be landscaped is approximately 600 feet wide and 700 feet deep. The following trees and plants would be planted in the quantities and sizes given and at the prices specified. They would be positioned as indicated in the enclosed drawing.
4 maple trees (not less than 7 ft.) $40 each – $160
41 birch trees (not less than 7 ft.) $65 each – 2,665
2 spruce trees (not less than 7 ft.) $105 each – 210
20 juniper plants (not less than 18 in.) $15 each – 300
60 hedges (not less than 18 in.) $7 each – 420
200 potted plants (various kinds) $2 each – 400
Total cost of plants – $4,155
Labor – $3,845
Total Cost – $8,000
All trees and plants would be guaranteed against defect or disease for a period of 90 days, with the warranty period to begin June 1, 1992.
Thank you for the opportunity to submit this proposal. Jerwalted Nursery Inc., has been in the landscaping and nursery business in the
Proposal Cover Letter Sample
August 14, 2010, 10:37 am
September 1, 1998Mr. John Yeung, General Manager
Cookson’s Retail Stores, Inc.
101 Longuer Street
Savannah, Georgia 31499
Dear Mr. Yeung:
The Waters Corporation appreciates the opportunity to respond to Cookson’s Request for Proposals dated July 26, 1998. We would like to thank you Mr. Becklight, Directors of your Management Information Systems Department, for his invaluable contributions to the study of your operations that we conducted before preparing our proposal.
It has been Water’s privilege to provide Cookson’s with retails systems and equipment since your first store opened many years ago. Therefore, we have become very familiar with your requirements as they have evolved during the expansion you have experienced since that time. Water’s close working relationship with Cookson’s has resulted in a clear understanding of Cookson’s philosophy and needs.
Our proposal describes a Waters Interactive Terminal/Retail Processor System designed to meet Cookson’s network and processing needs. It will provide all of your required capabilities, from the point-of-sale operational requirements at the store terminals to the host processor. The system uses the proven Retail III modular software, with its point-of-sale applications, and the superior Interactive Terminal with its advanced capabilities and design. This system is easily installed without massive customer reprogramming.
The Waters Interactive Terminal/Retail Processor System, which is compatible with much of Cookson’s present equipment, not only will answer your present requirements but will provide the flexibility to add new features and products in the future. The system’s unique hardware modularity, efficient microprocessor design, and flexible programming capability greatly reduce the risk of obsolescence.
Thank you for the opportunity to present this proposal. You may be sure that we will use all the resources available to the Waters Corporation to ensure the successful implementation of the new system.
Sincerely yours,
Janet A. Curtain
Executive Account Manager
General Merchandise Systems
Summary of Conclusion for Feasibility Study of Snack Stand
July 15, 2010, 1:11 am
Marketing Aspects1. The Snack stand will be very much positive in offering a lot of services to satisfy customers needs, accept suggestion and criticisms to improve our business
2. Snack stand will utilize with honesty and credibility thru our products and services.
3. Snack stand will be always “open-minded” to those other competitors and will seek only the best.
Technical Aspect
1. The final location of the business will be at the Common Terminal,
2. Raw materials will be obtained during its freshness and nearness to the source which is Elizabeth Supermarket in
3. The management will provide cleanliness of the stall, especially the food for satisfaction of customers.
Management Aspect
1. The best organizational structure to adopt in the same manner communication will be facilitated from the top to bottom and from the bottom to the top.
2. The democratic atmosphere will always prevail in the business to ensure hormones interpersonal relationship between management and personnel.
3. The Snack stand will develop the service activity to satisfy the need of the customer.
Socio-Economic Aspect
1. The Snack stand will be very much responsible in promoting environmental, clean air act and proper waste disposal.
2. Taxes assured for the city government.
3. The partner’s will make sure of the observance and God-fearing to all of them.
Financial Aspect
1. The amount of fifty thousand pesos (Php50,000.00) is substantially enough to put up the proposed project Snack stand.
2. Based on the projections as depicted by the financial statements, the proposed project is a kind of lucrative undertaking.
3. The proponent of the project will be responsible in producing the capital requirement.
Prepared by: Arde Reyes
Data Presentation for a Project Proposal of Construction of Suspension Bridge
June 29, 2010, 8:08 am
Geographical SiteThe proposed site for the construction of the bridge is about thirty kilometers south of Aparri, Cagayan. The water current at this point is weak which makes the construction suitable. The bridge is bounded between two national roads. At the right side is an intersection which leads to the eastern part of Cagayan.
The Advantages of a Suspension Bridge
A suspension bridge has its advantages
- The manner of carrying loads is highly efficient since so much of the load is carried by the cable in tension.
- The analysis of the structure is greatly simplified because when a cable supports a load that is uniform per unit length of the cable itself, such as its own weight, it takes the form of a catenary; but unless the sag of the cable is large in proportion to its length, the shape taken may often be assumed to be parabolic
The Construction of a Suspension Bridge
The special design of the suspension bridge does not consider the stability of the river level. It is more resistant than ordinary bridges to earthquakes. A construction of this type of bridge the following general steps:
- Topographic Surveying
One considers the span of the bridge and the soil conditions existing at the site where the bridge has to be constructed.
- Engineering Design
The component parts of the bridge are designed. This is a very complex work which is done by the qualified structural engineer after gathering the necessary data for the design.
- Actual Construction Work
Under this phase of activity which is dependent upon the design made by the structural engineer are the salient structures to be constructed.
The Anchor
The making of the anchor depends a lot on the nature of the soil where it is going to be built. If the soil is sandy, naturally it is not capable of holding too much tension, so that there is the need to drive tubular piles beneath the anchorsheet. These tubular piles consists of a hallow cylindrical steel with concrete and steel bars in it. These will help the anchor in supporting tremendous tension created by the cable. These circumstances are applied to the proposed plan. The western side of the river is sandy while the eastern part is rocky. The anchor consists of steel imbedded in its concrete structure. Its function is to lock the end of the main cable. The making of an anchor needs a lot of time and needs a lot of calculations. It usually takes time to build a certain type structure. When mixed cement is poured to it, it is being filled layer by layer to ensure dryness, perfect dryness. One of the anchors need the aide of the concrete-steel tubular piles.
The Abutments
Side spans and beams are supported by abutments. Again, when the soil is sandy, there is the need to drive tubular piles at its bottom. One of the abutments holds the weight of the main tower.
Towers
The towers are made of a hollow steel box about two meters wide and are joint together by gapless joints. The erection is usually supported by cranes as temporary support. The towers are erected first before the main cable. When the towers are completed, a temporary steel extension is attached at the top which will hold the transporting cables.
Main Cable
The main cable consists of numerous steel strands. The steel strands are transported from one side to the other by the use of the transporting cable. When the number of steel strands is attained, they are tightened by the use of a twisting machine. Sometimes, a catwalk is made from tower to tower. These are temporary hanging ladders from the ground to the top of the tower continuously from tower to tower.
Therefore, transporting materials from one side to the other can be made manually.
Stiffening trusses
The stiffenig trusses are assembled first on the ground before they are carried through the transporting cables. They are rigidly built that when they are attached to one another, they become a giant boom. Aside from their strength, they are supported by vertical cables which are attached to the main cables.
Concreting
When making the concrete road, it is not cemented continuously. It is divided into segments with allowance to avoid cracking when the concrete expands. The concrete is made up of reinforced concrete stabs.
Excerpt from Proposal to Construct a Suspension Bridge to Connect the
By: Vener A. Villanueva
Related Study and Methodology for the Proposal of Construction of Suspension Bridge
June 22, 2010, 9:00 am
A Proposal to Construct a Suspension Bridge to Connect the Provinces of Ilocos Norte and Cagayan by Vener A. Villanueva .Related Study
Cable stayed bridges are constructed along a structural system which comprises a deck and continuous girders which are supported by stays or inclined cables passing over or attached to tower located at the main piers.
Wide and successful application of cable – stayed systems was realized only recently, with the introduction of high strength steel, orthotropic type decks, development of welding techniques and progress in structural analysis. The development and application of electronic computers open up new and practically unlimited possibilities for the exact solution of these highly statistically indetermined systems and for precise statistical analysis of their dimensional performance.
Existing cable-stayed bridges provide useful data regarding design, fabrication, erection and maintenance of the new system
Methodology
The researcher gathered the needed information from books, encyclopedia, periodicals and pamphlets. He interviewed Engineer Reynaldo M.Reyes who gave additional information pertinent and relevant to the topic under discussion.
Proposal Sample for a Project of Construction of Suspension Bridge
June 18, 2010, 8:11 am
A Proposal to Construct a Suspension Bridge to Connect the Provinces of Ilocos Norte and Cagayan1. Introduction
Since time immemorial, people from Ilocos Norte and Cagayan have had the problem of transporting their goods from one province to the other. To help solve this perennial problem of transportation between two places, a suspension bridge connecting them should be constructed. The completion of this bridge is the dream of President E. Marcos and many motorist and traders.
1.1 Statement of the Problem
To initiate the realization of the dream of President Ferdinand E. Marcos and many motorist and traders, the writer presents A PROPOSAL TO CONSTRUCT A SUSPENSION BRIDGE TO CONNECT THE PROVINCES OF ILOCOS NORTE AND CAGAYAN. Specifically, the paper answers the following questions:
1.1.1. Where is the geographical site of the propose suspension bridge?
1.1.2. What are the advantages of constructing a suspension bridge?
1.1.3. How is it constructed?
1.2 Importance of the Study
This study is significant. The construction of a suspension bridge connecting Ilocos Norte and Cagayan will hasten the economic development of the northern part of the country.
1.3 Definitions of Terms Used
To facilitate the understanding of the discussion, the writer deemed it necessary to define the following terms:
1.3.1 Catenary
Catenary is the curve in which a frictionless uniform or a perfectly flexible uniform cable hangs between two fixed points.
1.3.2 Girders
Girders are segments of the span joined with each other to give the proper stiffening of the main span.
1.3.3 Span
The span of the bridge means the longest horizontal structure which consists of a steel and a concrete slab
1.3.4 Three-span suspension bridge
This is the most common form of a suspension bridge. It is composed of side spans and the main span that lie between them. The most common form of span is that in which the main cable is continued from the tower over the side span which is suspended from cables in the same way as the main span. In such cases, the cables are often anchored at the outer ends of the side span at deck level and are effectively unrestrained.
1.3.5 Anchor
The anchor of a suspension bridge lies on the extremities of the span. It is composed of a massive structure consisting of concrete and steel frames.
1.3.6 Tower
A tower is a structure designed primarily for elevation that is higher than its diameter and high relative to its surroundings. The purpose of the tower is to support the cable.
An excerpt from a technical report of Vener A. Villanueva .
Management Aspect Feasibility Study for Snack Stand
June 15, 2010, 8:32 am
The central idea of management is to make every action or decision help achieve a careful chosen goal.The word management is also used to mean the group of persons called executives who perform management activities.
Objectives
1. To keep the subordinates be alert to what is expected to them.
2. To know the duties and responsibilities of each member and personnel.
3. To know different strategies to be able to achieve the company’s goal.
Description of Activities
1. DTI Permit Application
The business name of GF Snack Stand should be register with the Department of Trade and Industry. It would take only four days to five days before the permit is receive. If there as no other name of its type.
Three (3) different name should be apply so when one is approved, so they can use other applied business name (see appendix)
2. Rental Space
The project business will be located at Bataan terminal at 2nd floor Ibayo,
3. Mayor’s Permit
The Mayor’s Permit application will acquire the submission of the following:
a. SSS Clearance Permit
b. Sanitary Permit
c. DTI
4. TAN (Tax Account Number)
The project business will be registered at the Bureau of Internal Revenue District Office No. (1020) located at Capitol drive,
BIR FORM No. Attachment Required, Mayor’s Permit and DTI Permit
5. Buying of machineries and equipment
Involves the acquisition of the necessary machinery and equipment in the food snack as mentioned in technical aspect.
6. Promotion
Includes advertising and personal selling partnership in a variety of promotional activities to inform customer about products and service and to encourage them to buy.
7. Start of Operation
After securing all the necessary permits and other needed materials. The said will be now ready to operate.
C. Organizational Structure
Through GF Snack Stand is just a simple business, the organization structure will have a simple flow. It is not as complicated as big ventures.
Over – All manager / Cashier
Cook 1, Cook 2
Utility Man 1, Utility Man 2
D. Personnel Structure
The GF Snack Stand is required to have the members of personnel and service crew.
Staff – Over all Manager – 1
Cashier – 1
Cook – 2
Utility Man – 2
E. Duties and Responsibities
1. Over-all Manager / Cashier
- Supervise the overall operation of the business
- Computer the total amount of the purchased item
- Assist the customers
2. Cook 1
- Prepares the necessary ingredients
- Cooks the items/products
3. Cook 2
- Prepares the necessary ingredients
- Cooks the item/products
4. Utility Man 1
- In charge of cleaning the workplace
- Delivers items within the vicinity
- In charge of buying raw materials from suppliers
- In charge of the inventory
5. Utility Man 2
- In charge of cleaning the workplace
- Delivers items within the vicinity
- In charge of buying raw materials from the suppliers
- In charge of the inventory
Excerpt from Management Project by Arde R. Reyes
Writing a good grant proposal
Writing a good grant proposal
Simon Peyton Jones and Alan Bundy
Writing a good research grant proposal is not easy. This document is an attempt to collect together a number of suggestions about what makes a good proposal. It is inevitably a personal view on the part of the authors; we would welcome feedback and suggestions from others. APPROACHING A PROPOSAL
The first and most obvious thing to do is to read the advice offered by your funding agency. In the case of EPSRC, the primary funding body for computing science research, there is a "Guide to EPSRC Research Grants". We make no attempt to duplicate the material in the EPSRC guide or any other; you must get yourself a copy and follow the guidance closely.
The most substantial part of any grant application is some form of "Case for Support". It is this case which will persuade, or fail to persuade, your funding body of the value of your proposal. Proposals range very widely indeed in their quality. You can improve your chances enormously simply by ruthlessly writing and rewriting. This document is entirely about improving your case for support. There are two vital facts to bear in mind:
- Your case for support will, with luck, be read by one or two experts in your field. But the programme manager, and most members of the panel that judges your proposal against others, won't be expert. You must, must, must write your proposal for their benefit too.
- Remember that programme managers and panel members see tens or hundreds of cases for support, so you have one minute or less to grab your reader's attention.
Based on these facts, here are two Golden Rules:
- Ask lots of people to help you improve your proposal. Give it to your colleagues, your friends, your spouse, your dog, and listen to what they say. If they misunderstand what you were trying to say, don't say "you misunderstood me"; instead rewrite it so it can't be misunderstood. If they don't immediately see the value of what you want to achieve, rewrite it until they do. And so on.
This isn't a big demand to make on someone. Ask them to read your proposal for 10 minutes, and say what they think. Remember, most committee members will give it less time than that.
- Make sure that the first page acts as a stand-alone summary of the entire proposal. Assume (it's a safe assumption) that many readers will get no further than the first page. So don't fill it up with boilerplate about the technical background. Instead, present your whole case: what you want to do, why it's important, why you will succeed, how much it will cost, and so on.
CRITERIA FOR A GOOD GRANT PROPOSAL
Most funding agencies apply similar criteria to the evaluation of proposals. We discuss these below. It is important to address these criteria directly in your case for support. A proposal which fails to meet them will be rejected regardless of the quality of its source. Otherwise, there is a danger of discriminating unfairly in favour of well-known applicants.
Major criteria
Here are the major criteria against which your proposal will be judged. Read through your case for support repeatedly, and ask whether the answers to the questions below are clear, even to a non-expert.
- Does the proposal address a well-formulated problem?
- Is it a research problem, or is it just a routine application of known techniques?
- Is it an important problem, whose solution will have useful effects?
- Is special funding necessary to solve the problem, or to solve it quickly enough, or could it be solved using the normal resources of a well-found laboratory?
- Do the proposers have a good idea on which to base their work? The proposal must explain the idea in sufficient detail to convince the reader that the idea has some substance, and should explain why there is reason to believe that it is indeed a good idea. It is absolutely not enough merely to identify a wish-list of desirable goals (a very common fault). There must be significant technical substance to the proposal.
- Does the proposal explain clearly what work will be done? Does it explain what results are expected and how they will be evaluated? How would it be possible to judge whether the work was successful?
- Is there evidence that the proposers know about the work that others have done on the problem? This evidence may take the form of a short review as well as representative references.
- Do the proposers have a good track record, both of doing good research and of publishing it? A representative selection of relevant publications by the proposers should be cited. Absence of a track record is clearly not a disqualifying characteristic, especially in the case of young researchers, but a consistent failure to publish raises question marks.
Secondary criteria
Some secondary criteria may be applied to separate closely-matched proposals. It is often essentially impossible to distinguish in a truly objective manner among such proposals and it is sad that it is necessary to do so. The criteria are ambiguous and conflict with each other, so the committee simply has to use its best judgement in making its recommendations.
- An applicant with little existing funding may deserve to be placed ahead of a well- funded one. On the other hand, existing funding provides evidence of a good track record.
- There is merit in funding a proposal to keep a strong research team together; but it is also important to give priority to new researchers in the field.
- An attempt is made to maintain a reasonable balance between different research areas, where this is possible.
- Evidence of industrial interest in a proposal, and of its potential for future exploitation will usually count in its favour. The closer the research is to producing a product the more industrial involvement is required and this should usually include some industrial contribution to the project. The case for support should include some `route to market' plan, ie you should have thought about how the research will eventually become a product --- identifying an industrial partner is usually part of such a plan.
- A proposal will benefit if it is seen to address recommendations of Technology Foresight. It is worth looking at the relevant Foresight Panel reports and including quotes in your case for support that relate to your proposal.
Cost-effectiveness
Finally, the programme manager tries to ensure that his or her budget is to be used in a cost-effective manner. Each proposal which has some chance of being funded is examined, and the programme manager may lop costs off an apparently over-expensive project.Such cost reduction is likely to happen if the major costs of staff and equipment are not given clear, individual justification.
COMMON SHORTCOMINGS
Here are some of the ways in which proposals often fail to meet these criteria.
- It is not clear what question is being addressed by the proposal. In particular, it is not clear what the outcome of the research might be, or what would constitute success or failure. It is vital to discuss what contribution to human knowledge would be made by the research.
- The question being addressed is woolly or ill-formed. The committee are looking for evidence of clear thinking both in the formulation of the problem and in the planned attack on it.
- It is not clear why the question is worth addressing. The proposal must be well motivated.
- The proposal is just a routine application of known techniques. Research funding agencies are interested in funding research rather than development. Industry are expected to fund development work. The LINK scheme is appropriate for proposals which combine both research and development. If the development would benefit another research field, rather than industry, then look to the funding agencies of that field.
- Industry ought to be doing it instead. If the work is `near market' then it should be done by industry or industry or venture capital should be funding you to do it. If no industry is interested then the prima facie assumption is that the product has no commercial value.
- There is no evidence that the proposers will succeed where others have failed. It is easy enough to write a proposal with an exciting-sounding wish-list of hoped-for achievements, but you must substantiate your goals with solid evidence of why you have a good chance of achieving them.
This evidence generally takes two main forms:
- "We have an idea". In this case, you should sketch the idea, and describe preliminary work you have done which shows that it is indeed a good idea. You are unlikely to get funding without such evidence. It is not good saying "give us the money and we will start thinking about this problem".
- "We have a good track record". Include a selective list of publications, and perhaps include a short paper (preferably a published one) which gives more background, as an appendix. If you make it clear that it is an appendix, you won't usually fall foul of any length limits.
- A new idea is claimed but insufficient technical details of the idea are given for the committee to be able to judge whether it looks promising. Since the committee cannot be expert in all areas there is a danger of overwhelming them with technical details, but it is better to err by overwhelming them than by underwhelming them. They will usually get an expert referee to evaluate your idea.
- The proposers seem unaware of related research. Related work must be mentioned, if only to be dismissed. Otherwise, the committee will think that the proposers are ignorant and, therefore, not the best group to fund. The case for support should have a list of references like any paper, and you should look at it to check it has a balanced feel - your referee will do so. Do not make the mistake of giving references only to your own work!
- The proposed research has already been done - or appears to have been done. Rival solutions must be discussed and their inadequacies revealed.
- The proposal is badly presented, or incomprehensible to all but an expert in the field. Remember that your proposal will be read by non-experts as well as (hopefully) experts. A good proposal is simultaneously comprehensible to non-experts, while also convincing experts that you know your subject. Keep highly-technical material in well-signposted section(s); avoid it in the introduction.
- The proposers seem to be attempting too much for the funding requested and time-scale envisaged. Such lack of realism may reflect a poor understanding of the problem or poor research methodology.
- The proposal is too expensive for the probable gain. If it is easy to see how to cut the request for people/equipment/travel, etc. to something more reasonable then it might be awarded in reduced form. More likely, it will be rejected.
- The proposers institution should be funding it. Research agencies will usually only fund research that requires resources beyond that which might be expected in a "well-found laboratory" --- indeed, this is part of the charter of the research councils. If it looks like your proposal might be done by a PhD student on the departmental computer then that is what should happen. If the proposer's laboratory is not "well-found" then this is taken to be a vote of no-confidence in the proposer by his/her institution.
Doubtless there are other common grounds for failure that have been omitted. If you know of any please let us know!.
Often, one can tell from independent knowledge of the proposers or by reading between the lines of the proposal, that the criteria could have been met if a little bit more thought had gone into the proposal. There is a clear question being addressed by the research, but the proposers failed to clarify what it was. The proposers are aware of related research, but they failed to discuss it in the proposal. The proposers do have some clear technical ideas, but they thought it inappropriate to go into such detail in the proposal. Unfortunately, there is a limit to which a funding agencies can give such cases the benefit of the doubt. It is not fair for referees to overlook shortcomings in proposals of which they have personal knowledge if similar shortcomings are not overlooked in proposals which they have not encountered before. In any case, proposals which do meet the criteria deserve precedence. CONCLUSION
We hope that this document will help you to write better grant proposals, and hence to be more successful in obtaining funds for your research. This article is not just about writing better grant proposals to obtain more money. The basic set-up of peer-reviewed grants of limited duration is a sensible one. It compels researchers regularly to review and re-justify the direction of their work. Behind poorly presented grant proposals often lie poorly-reasoned research plans. Perhaps if we can improve the quality of Computer Science proposals we will also improve the quality of Computer Science research.
Employee Training & HR Development
Employee Training & HR Development
You are a DIY person and you want to find out everything about starting and operating a business. There are so many resources out there and you are overwhelmed by the amount of information you need to absorb. Besides, which sources are reliable? After you swim through a sea of “useful” tips, how do you put them into action?
The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity.
Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.We offer seminars and workshops to help you start, or improve your business operations. We focus on issues that impact small business operators from high level business plan writing to daily operational issues such as customer retention. Attendance is limited to 10 – 15 people each. Employee training workshops are also offered.
The model below traces the steps necessary in the training process:
Organizational Objectives
Needs Assessment
Is There a Gap?
Training Objectives
Select the Trainees
Select the Training Methods and Mode
Choose a Means of Evaluating
Administer Training
Evaluate the Training
Needs Assessment
Is There a Gap?
Training Objectives
Select the Trainees
Select the Training Methods and Mode
Choose a Means of Evaluating
Administer Training
Evaluate the Training
Our Training Methods include:
On-the-job training is delivered to employees while they perform their regular jobs.
Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training.
Orientations are for new employees.
On-the-job training is delivered to employees while they perform their regular jobs.
Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training.
Orientations are for new employees.
Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. Firms that plan their training process are more successful than those that do not. Most business owners want to succeed, but do not engage in training designs that promise to improve their chances of success. This is where we come in to help you acheive your goals, and make your employees reach their potential.
Training Programs include:
harrassment training
communication skills training
computer and technical skills training
management and leadership training
diversity training
safety training
conflict management
workplace wellness
supervisor skills development
team building skills training
communication skills training
computer and technical skills training
management and leadership training
diversity training
safety training
conflict management
workplace wellness
supervisor skills development
team building skills training
In addition to the above training programs, we also offer customized training programs specific to your industiry. We have partners in all industries and can bring in experts to make sure you get the best results.
Results You Can Expect:
You, or your employees, can expect to walk away from the seminars or workshops empowered to increase business effectiveness and efficiency.
Results You Can Expect:
You, or your employees, can expect to walk away from the seminars or workshops empowered to increase business effectiveness and efficiency.
Project Implementation & Management
Project Implementation & Management
Are you one of the many small business owners who are juggling multiple roles from talking to customers, marketing your business, picking up phone calls to sweeping the floor at the end of the business day? You just wish that you had more time and resources to implement some of the great ideas you have, or were suggested to you, either by your close confidantes or us at Kimpton Wells.
We will help you manage projects of any size. We will also implement business or marketing plans you already have to ensure success.
Results You Can Expect:
You will be able to pursue urgent business activities without spreading your resources too thin and sacrificing your ability to implement great business initiatives. In addition, our professional assistance in project management will accelerate the project initiation process and enhance its success.
Results You Can Expect:
You will be able to pursue urgent business activities without spreading your resources too thin and sacrificing your ability to implement great business initiatives. In addition, our professional assistance in project management will accelerate the project initiation process and enhance its success.
Business Evaluation & Organization Reviews
Business Evaluation & Organization Reviews
You think you are doing all the right things for your business, but for some reason, your bottom line just doesn’t reflect it. Or you are working long and hard hours from Mondays to Sundays, and are desperate to find more efficient and effective ways to run your business.
We will gladly help you achieve that work/life balance by evaluating your current business model, process, operations, and/or organizational structure, to identify problems or areas of improvement.
Results You Can Expect:
You will learn how efficient and effective your company’s programs and/or initiatives are. You will also gain the ability to recognize when changes are required and to implement them across all parts of your business on an ongoing basis. You can expect to identify opportunities that will increase your operational excellence.
Results You Can Expect:
You will learn how efficient and effective your company’s programs and/or initiatives are. You will also gain the ability to recognize when changes are required and to implement them across all parts of your business on an ongoing basis. You can expect to identify opportunities that will increase your operational excellence.
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