1. Writing a Project ProposalBy
Dr Said Abu Jalala

2. Presentation Outline Training Objectives Introduction to Projects
Project Cycle Management
Logical Framework Approach
Project Indicators
Main Elements of a QIF Proposal
Common Errors
Tips on Writing Winning Proposals

3. Training Objectives
Provide information to TEIs on the procedures of project proposal submission to QIF.
To give a clear picture on PCM & Proposal Writing as a life cycle of every project / programme submitted to the QIF.
To explore all elements Proposal Writing.

4. Introduction to Projects
A project is a series of activities aimed at bringing about clearly specified objectives within a defined time-period and with a defined budget (EC, 2000).
Clearly identified stakeholders with emphasis on target groups and final beneficiaries.
There are significant elements of uncertainty and risks for projects.

5. Project Management
The art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participant satisfaction

6. Management by results Inputs مدخلات Activities أنشطة وعمليات Outputs
مخرجات- (نتائج قصيرة المدى)
ٍShort term results
Purpose/
immediate objectives
الأهداف- (نتائج متوسطة المدى)
Midterm results
Goal
Impacts
التأثير(نتائج بعيدة المدى)
Long term results

7. Project Cycle Management (PCM)
PCM describes:
procedures and tools used during the life-cycle of a project (including key tasks, roles and responsibilities, key documents and decision options).

8. Project Cycle Management
PCM requires:
the active participation of key stakeholders;
the Logical Framework Approach (as well as other tools);
key indicators into each stage of the project cycle; and
the production of good-quality key
document(s) in each phase (with commonly understood concepts and definitions), to support well-informed decision-making.

9. Project Cycle Management
PCM helps to ensure that:
projects are supportive/coherent with policies;
projects are relevant to an agreed strategy and to the needs of beneficiaries;
projects are feasible so that objectives can be realistically achieved within the constraints of the operating environment and capabilities of the implementing agencies; and
benefits generated by projects are likely to be
sustainable.

10. Project Life Cycle ( EC, 2004)

11. The purpose is to identify the sector priorities.
Project Life Cycle
Phase 1: Programming
The situation at national and sector level is analyzed to identify problems, constraints and opportunities.
This involves a review of socio-economic indicators, and of national priorities
The purpose is to identify the sector priorities.

12. Project Life Cycle Phase 2: Identification
The purpose of the identification stage is to:
Problem analysis (Problem tree)
Needs assessment of target groups to respond to problems (Objective tree)
Identify project ideas that are consistent with
target groups’ needs;
assess the relevance and likely feasibility of these project ideas

13. Project Life Cycle Phase 3: Formulation
The purpose of the Formulation stage is to:
Confirm the relevance and feasibility of the project idea
Prepare a detailed project design, including the
management arrangements, financing plan, cost-benefit analysis, risk management, monitoring, evaluation and audit;

14. Information elements produced by end of Formulation

15. The purpose of the implementation stage is to:
Project Life Cycle
Phase 4: Implementation including monitoring and reporting
The purpose of the implementation stage is to:
Deliver the outputs, achieve the objective and contribute effectively to the overall objective of the project;
Manage the available resources efficiently; and
Monitor and report on progress.

16. Main implementation periods

17. Phase 5: Evaluation & Audit
Project Life Cycle
Phase 5: Evaluation & Audit
A. Evaluation
The purpose of evaluation is to:
make an “assessment, of an ongoing or completed project, program or policy, its design, implementation and results.
determine the relevance and fulfillment of objectives, developmental efficiency, effectiveness, impact and sustainability.
provide information that is credible and useful, enabling the incorporation of lessons learned into the decision-making process of both recipients and donors”.

18. The purpose of an audit is to: Assess an activity/subject that is the
Project Life Cycle
B. Audit
The purpose of an audit is to:
Assess an activity/subject that is the
responsibility of another party against identified suitable criteria, and
express a conclusion (i.e. opinion) that provides the intended user with a level of assurance about the activity/subject being audited.

19. The auditor expresses a conclusion on:
Project Life Cycle
The auditor expresses a conclusion on:
The legality and regularity of project expenditure and income i.e. compliance with regulations; and/or
Whether project funds have been used efficiently and economically i.e. in accordance with sound financial management; and /or
Whether project funds have been used effectively i.e. for purposes intended.

20. Project Life Cycle

21. Logical Framework Approach (LFA)
The first LFA was developed by USAID in 1969 and extended to multilateral and Bilateral donor organizations.
LFA is a way of structuring the main elements in a project, highlighting logical linkages between intended results (overall objective, specific objectives, output), activities, inputs, budget.
LFA is based on clear indicators
LFA takes into consideration the external risks

22. Logical Framework Approach (LFA)
LFA is a major point of reference throughout the life of the project.
LFA facilitates communication between all parties involved.
LFA is intended to improve the quality of projects by promoting participatory approach.
LFA is used as analytical tool.

23. Logical framework Matrix
External factors: Outside the control of the project, but affect the attainment of objectives. The design team should plan to reduce risks.
Means of verification: Specify sources of the information for the
the indicators.
Objectively Verifiable Indicators: quantitative and qualitative measures that will verify to what extent the objectives have been fulfilled
Narrative summary: Defines the components of the project
Goal: Assumptions regarding factors that may interfere with achieving the goal
What evidence can be
provided to show that
the goal has been achieved
Goal: The wider problem the project will help solve.
Purpose to goal: Measures to make sure that the necessary conditions to ascertain progress from purpose to goal
the purpose has been
achieved
Purpose: Immediate
impact on the project
area or target group
(change or benefit)
Output to purpose:
the outputs have been
Outputs: Specifically deliverable results expected from the project to attain the purpose
Activities to outputs:
Report: Final report as agreed in
grant agreement
Inputs: Human resources, money, materials, equipment and time.
Activities: Tasks to be carried out to produce outputs

24. Strengths of LFA
Requires systematic analysis of problems and setting of objectives
• Places the project within a broader development
context (goal and purpose)
• Encourages examination of risks and management accountability for results
• Requires analysis of how to measure the achievement of objectives, in terms of both quantity and quality

25. Strengths of LFA
• Helps establish the monitoring and evaluation
Framework
• Emphasizes importance of stakeholder analysis to determine ‘whose problems’ and ‘who benefits’
• Visually accessible and relatively easy
to understand

26. Problems of LFA
Getting consensus on priority problems
• Getting consensus on project objectives
• Reducing objectives to a simplistic linear chain
• Finding measurable and practical indicators for
higher level objectives
Establishing unrealistic targets too early in the planning process
• Requires training

27. Project Indicators
Indicator is an observed value representative of a phenomenon to study " (European Commission, 2002).
"An indicator quantifies and simplifies phenomena and helps us understand complex realities. Indicators are aggregates of raw and processed data but they can be further aggregated to form complex indices." (IISD, 1995).

28. Indicator Selection criteria
UN- CSD has listed the following criteria:
Primarily national in scale or scope;
Representative of an international consensus, to the extent possible;
Indicative, it must be truly relevant and representative of the phenomenon it is intended to characterize;
Independent, each indicator must be meaningful in itself;

29. Understandable: clear, simple and unambiguous;
Achievable within the available resources including time, money, technical capacity, logistics and given the existing constraints;
Understandable: clear, simple and unambiguous;
Conceptually well founded (Scientifically sound and technically robust);
- should clearly represent part of the cause effect chain
- directionally safe with no significant changes in the methodology or improvements in the data base

30. Sensitive, to changes in what they are monitoring;
General, not dependent on specific situation;
Limited in number, remaining open ended and adaptable to future developments; and
Dependent on the data, that are readily available or available at reasonable cost to benefit ratio, are adequately documented, of known quality and updated at regular intervals.

31. Project Indicators
The formulation of Indicator will be a combined response to the following concepts:
Whom?
Quantity
Quality
Where?
When?

32. Methodologies to develop indicators
Cause-Effect relationship
The Pressure-State-Response (PSR) model
The Driving Force-State-Response (DSR) model
The Driving force-Pressure-State-Impact-Response (DPSIR) model
Development of indicators by public and community participation

33. Validation of Indicators
Comparison with well established and used indicators in other countries with similar conditions.
Experts' judgments and consensus for the choice of indicators among a panel of experts plays a major role in this kind of validation (Smith et al., 2000).
An indicator will be validated if it is well scientifically designed, if the information it supplies is relevant, if it is useful and used by the end users (Bockstaller and Girardin, 2003).

34. Main Proposal Components
- Cover Letter
An application must be accompanied by an endorsement cover letter from the chief
executive officer of the institution verifying that the departments and personnel involved
in the proposed project are aware of and committed to the project.)
Standard Application Form (Appendix 1)
Category of the project according to QIF grants

35. Main Proposal Components
3. Duration of the project
4. Executive Summary
The institution’s mission
• Project goal (what you ultimately wish to accomplish)
• Strategic objectives (the specific strategies chosen to accomplish the goal and how they fit the QIF (a) Priorities and (b) Categories for QIF grants
Proposed activities (list major activities that support the strategic objectives)
• Equipment/Material needs (including but not limited to technical equipment,
printed materials, software, etc.)
• Expected Outcomes (briefly describe short-term, measurable results)
Project Director and Key staff involved (list complete contact information for
persons accountable for the project)
In consortium or partnership projects, state which is the coordinating
institution.
Amount requested of the QIF and overall amount of the Project budget.
Anticipated project duration (beginning and ending dates of the project) and
timeframe of the project.

36. Main Proposal Components
- Project Proposal
5. Measurable objectives
6. Measurable outcomes
7. Project Performance indicators
8. Problem statement and justifications
9. Target groups
10. Risks of the project and tools to overcome
- The logical framework matrix

37. Main Proposal Components
11. Methodology and approach
- the methods, approaches and strategies of implementation
- the procedures for follow up
- a description of the management and coordination units of the project, stating the respective obligations and responsibilities of the different parties. In the case of joint projects, this description extends to all partners, as well as the project coordinator.
- the organisational structure and team proposed for implementation
-the main means proposed for the implementation of the action (equipment, tools…) and for carrying out the proposed activities
- Coordination /Synergies with other projects

38. Main Proposal Components
12. Detailed Budget by Expenditure Category and Source of Funding (detailed and summarized)
13. Implementation plan
14. Sustainability of the project: Explain how sustainability will be secured after completion of the action
15. Reporting, monitoring and evaluation
16. Impact of the project
17. Feasibility study

39. Common Errors
The proposal is too ambitious.
There are no clearly defined objectives.
The Budget is unrealistic.
The application is fragmented and disjointed.
Carelessness – Cannot rely on your reputation, it does not work.
The proposal tends to be too cautious and
does not venture into new areas.

40. Tips on Writing Winning Proposals
Read the operations manual with emphasis on Application Format and Criteria for Evaluation, Guidelines for Application and Use of QIF Funds.
Clarity and Relevance of the proposed project to QIF objectives
Partnerships
Accreditation for targeted academic programs
Availability of Quality assurance Unit
Impact on TEIs and tertiary education sector
Cost effectiveness
Feasibility (reliable and physical resources)
Sustainability

41. Tips on Writing Winning Proposals
Problem statement, project justification ,target group are well defined
Project has an innovative idea or concept
Include a table of contents that clearly identifies the various proposal sections .
Make your proposal look good. Lay the
application out well with clear sections and subsections.
Use tables and figures as information can be
read more easily.
Have the proposal reviewed by a colleague