Proposal Writing Guidelines
NAPWA – National Association of People Living with HIV/AIDS (Australia)
www.napwa.org.au
APN+ - Asia Pacific Network of People Living with HIV/AIDS
May 2002
Proposal Writing Guidelines – May 2002
Index
Page
Introduction
3
Ten Top Tips
3
Some Common Reasons Why Proposals Are Rejected
5
Potential Funders (Donors)
Public Funders
6
Philanthropic Trusts
and Non-Profit Development Agencies
7
Private Funders
8
A Possible Structure For Your Proposal
10
Budgets
13
An Example of A Successful HIV Project Proposal
(APN+ Speakers Manual)
15
Practical Skills Section
17
Some Useful Websites
25
Acknowledgements & Our Contact Details
26
Proposal Writing Guidelines – May 2002
2
Introduction
You will find in this document some ideas about preparing written proposals
to seek funding for your projects. The suggestions described, the reasons
why some proposals are rejected, the formatting and budget layouts are a
guide. The guide has been compiled from the experience of those who have
been involved in seeking funds for plwha and HIV/AIDS projects.
It might be useful to think of the written proposal as "a door opener". It
is an important way to get the attention of a possible donor. But you might
also think of the other ways in which 'the door can be opened'. Phone calls
and personal approaches can also be important in the process of gaining
funding. Wherever possible, a written proposal needs to be accompanied by
some other contact.
Even with phone calls and personal approaches there will be a time when a
written proposal will need to be prepared. What follows is a guide only.
You will have to adapt it to your organisations particular needs and
circumstances. Good luck.
Ten Top Tips
1. Start Early
 Writing a good project proposal will take time. Time to collect background
information such as chasing up reference documents, supporting material (eg.
Country reports) and data.
 Check out potential donors by phone, letter or email.
 What sort of funding criteria do you have?
 Do you fund this type of project?
 Have you got any funds now?
 Applications forms? Preferred proposal format?
 Deadlines?
 Can you send me any relevant information?
 Maybe try a ‘preliminary’ project proposal (concept paper) first to determine if
your particular type of project is supported by the funding agencies and your
colleagues?
 After writing the first draft of any proposal, seek comments from colleagues,
friends and peers. Have a ‘brainstorming’ workshop to gather feedback. Revise
the draft.
 Keep an eye on any deadline. Contact the agency early (before the deadline) if
you think you might need an extension.
2. Use the language of the donor
 Use the words of the donor agency. Example:
 How will the project address the issues of gender equity?
 The project will address the issues of gender equity by…….
Proposal Writing Guidelines – May 2002
3
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3.
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Avoid jargon not used by the donor. Limit technical language to those new words
or technical terms that truly lack an equivalent in common language. Guidelines
are available from some aid agencies that can guide you in the use of appropriate
language eg. ‘AusAID Guide to HIV/AIDS & Development’ – see AusAID website.
Abbreviations – expand on abbreviations early in the document when first used
eg. APN+ (Asia Pacific Network of People Living with HIV/AIDS).
Glossary – include an explanation of terms in your project proposal, if necessary.
Write clearly
Simple is better than complex – do not use complex terms or long sentences.
Be brief – more is not necessarily better!
Spell and grammar check – use your word processor spell (and grammar)
checker but do not rely on them. They can let mistakes through. Ask colleagues
to check your proposal for correct spelling and grammar.
4. Format
 Tell a story from beginning to end – each section of your proposal should build on
the one before.
 Introduction – the introduction is one of the most important sections of the
proposal. It is your opportunity to grab the reader’s attention.
Be clear, forceful and determined!
 Use headings to show logical progression through the proposal.
 Use paragraphs to break up large sections of writing.
 Use diagrams and charts to illustrate points eg reporting flow charts – to show
where copies of project reports will be sent to.
 Choose a dark, clear typeface – fancy is not necessarily better!
5. Gender and Environment
 These are two ‘buzz’ issues that must be addressed. They cut across all issues.
 Gender – examples of how to address:
 Breakdown of female/male in target group
 Role of women in the project
 How will you support women to be involved as beneficiaries and decision
makers in the project.
 What are the particular needs of women.
 How will the recruitment (staff) policy for the project ensure gender equity.
 Project strategies for empowerment and participation.
 Environment – examples of how to address:
 Impact of the project on the environment, including physical, social and
cultural eg encouraging the increased use of condoms will change the
way women & men negotiate safe sex in their culture.
 Strategies to cope with any negative environmental impact eg needle
disposal.
6. Sustainability
 What will happen when the project finishes?
 Who is going to pay the ongoing costs, if any, of activities once the project
finishes eg who is going to continue to fund the hospice costs?
 Examine both medium and long-term benefits from the project, examples:
 Trained workers/peer educators who will continue to provide services.
 Processes – community committees formed and village leaders trained in
project management.
Proposal Writing Guidelines – May 2002
4
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Do not focus on buildings and motor vehicles, they are very expensive to
maintain. Focus on sustainable benefits.
7. Monitoring/Evaluation
 How is the progress of the project going to be assessed?
 Show the donor how you are going to make sure the project’s objectives are
achieved eg quarterly reporting of achievements against objectives. Examples:
 Objective – to ensure that a minimum of thirty new health care workers
attend our HIV Workshop each month.
 Report – a total of thirty-five health care workers attended the HIV
Workshop in June.
8. SMART Objectives
Specific
Measurable
Achievable
Realistic
Time related
 Example of SMART objective:
 To ensure that 80% of PLWHA attending the Nashi Province HIV Care
Centre have access to clean blankets by December 2001.
9. Participation
 Show how the project has been designed using ‘participatory planning
techniques’ eg community workshops held – community leaders attended,
scooping (proposal) paper developed and distributed – comments
incorporated, meetings held to discuss project with all key agencies.
10. Other Contributors
 Clearly document who else is going to contribute resources (funds, time,
workers, equipment) to your project.
 Describe any other fundraising activities that you propose to carry out to
assist the project eg raffles, sale of finished products (manuals), and how
much you expect to raise.
Some Common Reasons Why Proposals Are Rejected
1. What am I funding?
Failure to explain what the donor is actually purchasing (funding) – eg in regard
to a project focusing on caring for PLWHA, they will want to know to what extent
will the project improve PLWHA health. If it is difficult to specify the health
output/aim (eg infections prevented), then tell them how another, intermediate
objective (eg condoms distributed), results in the health output/aim being
achieved.
2. Does your project duplicate existing projects?
Failure to explain how the project will fit in with other existing projects and
programs (context). All donors are concerned about the risk that proposals will
duplicate existing work. You should explain how your proposal fits within your
national AIDS strategy and complements the work of other projects and
programs.
Proposal Writing Guidelines – May 2002
5
3. Who are the beneficiaries of your project?
Failure to clearly identify and explain who will be the beneficiaries of the project.
Not just the principle target group (eg HIV+ people), but also the wider
beneficiaries (eg women, children, minority groups, disabled people).
4. Will your project be fulfilling a need?
Failure to explain how the projects objectives meet clearly identified need/s –
‘who said it was a need?’ – evidence (refer to statistics, reports, etc)
5. Does your projects goals and aims link with your objectives?
Failure to effectively link lower level objectives with overall goals/aims –eg how
does supplying blankets to people with HIV improve their quality of life?
6. Does your project have a realistic timeframe?
Failure to convince the donor that there is a high likelihood that the project will
succeed within the specified timeframe. Benefits will be delivered, goals,
objectives and workplan are realistic, effective performance measurements will
be undertaken.
7. Does your project work with the community?
Failure to take into account gender and environment issues and how the project
will work with the community ie facilitate community participation.
8. Will your project’s impacts be sustainable?
Failure to address issues of sustainability and impact – what effect will the project
have in the short, medium and long-term and which of the projects outputs
(achievements) will be sustainable after the project is completed.
9. Is your project value for money?
Failure to convince the donor that the project is ‘value for money’ – cost/benefit
ratio.
Potential Funders (donors)
Public Funders
National governments through their international aid and development agencies fund
projects of varying size and nature in many countries, in general this is through a
local non-government organisation (NGO), for instance, a local PLWHA organisation.
There are a number of ways to access these funds, and these will vary with each
national government. You will need to research each national government’s
development agency to determine your organisation’s eligibility for funding, and how
to apply for these funds. Below are 2 such ways that NGOs may be able to access
funds.
1. Often national governments will have small grants funds attached to their
embassy, post or consulates overseas. National NGOs can apply directly to the
Proposal Writing Guidelines – May 2002
6
embassy, post, consulate-general for small grants in their own country. These are
most likely to be accessible for 'one-off' or pilot projects.
2. Another way to access national government funds is to partner with an NGO from
the country of the national government who has a development and aid program.
This will require a longer term and collaborative approach to access larger amounts
of funds. Your organisation will need to have established policies and procedures, in
areas such as finance and administration and a track history of project work.
Some countries will have peak national bodies, to which international development
NGOs are members. For example, ACFOA, the Australian Council For Overseas Aid,
is the peak non-government organisation representing Australian NGOs working in
international development and aid. Contacting these bodies is one way of finding out
about suitable organisations to consider establishing a partnership with and more
about what issues and regions they work in.
Another approach is to speak with national NGOs in your country who are already
partnering with an international NGO and listen to their experiences.
It is important to distinguish UNAIDS here. It is an advocacy and coordinating body
rather than a funding body, but may fund pilot programs on advocacy.
Some examples of countries with large development and aid agencies include:
United States - USAID (United States Agency for International Development)
Australia - AusAID (Australian Agency for International Development)
United Kingdom - DFID (Department for International Development)
Canada - CIDA (Canadian International Development Agency)
Japan - JICA (Japan International Cooperation Agency)
JICA has offices in many Asia-Pacific countries and separate websites for all of them
Germany - GTZ (Deutsche Gessellschaft fur Technische Zusammenarbeit)
The Netherlands - DGIS (Directorate General for International Cooperation)
(refer to ‘Some Useful Websites’ at the rear of this document for web addresses. As
a rule, internet searches using the aid agencies abbreviations only will find the
relevant site for you).
Philanthropic Trusts and Non-Profit
Development Agencies
Several international trusts exist that will give grants for specific projects. These
include philanthropic trusts such as The Ford Foundation or Rockefeller Foundation.
Non-profit development agencies such as World Vision and Care tend to manage
their own projects rather than fund external ones, as do ‘for profit’ development
agencies.
The main thing to remember for philanthropic trusts is that they will normally have
specific application requirements and categories for providing grants. They are also
likely to prioritise making grants to specific issues and/or geographical regions.
Proposal Writing Guidelines – May 2002
7
Grants from philanthropic trusts can range from very small grants of $US1,000 to
large grants of $US400,000. They tend to fund projects or programs through
organisations, rather than directly to individuals, say for travelling costs associated
with attending a conference, for instance.
Some examples of grants given:
Levi Strauss & Co. and Levi Strauss Foundation (www.levistrauss.com)
(information available on line at: levistrauss.com/responsibility/foundation/grants/apd99.htm accessed
July 2001)
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AIDS Concern Foundation Limited, Chai Wan, Hong Kong $US50,000: to expand
peer support services for people living with HIV/AIDS and to provide meals,
counselling and other programs (under their AIDS, Asia Pacific category).
AIDS Society of the Philippines, Manila, Philippines $US35,000: to support a panAsian training seminar on HIV prevention and harm reduction for health care
providers, community-based AIDS workers, program developers, and policy
makers (under their AIDS, Asia Pacific category)
Une Fleur, Tokyo, Japan $US4,622: to assist women infected with HIV find
employment to achieve financial independence (under their AIDS, Asia Pacific
category)
Pusat Pengembangan Sumberdaya Wanita (PPSW), Jakarta, Indonesia
$US39,983: to support community-based organising and microenterprise
development programs for women (under their Economic Empowerment, Asia
Pacific category)
The Rockefeller Foundation (www.rockfound.org)
(information available on line at: rockfound.org/display.asp?context-4&collection-12&PreviewO&ARCurrent-1 accessed July 2001)
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Commonwealth Regional Health Community Secretariat for East, Central and
Southern Africa, Arusha, Tanzania, $US97,556: in support of a meeting of health
and finance ministers to discuss priority issues that relate to increasing
government financing of HIV/AIDS prevention and control programs in east,
central and southern Africa (under their Health Equity category)
University of Nairobi, Nairobi, Kenya, $US10,917: toward the publication of a
booklet on HIV/AIDS education and its distribution to primary and secondary
school teachers in Kenya (under their Regional Activities category)
Other examples of philanthropic trusts:
 Henry J. Kaiser Family Foundation (www.kff.org)
 Elton John AIDS Foundation (www.ejaf.org)
 Ford Foundation (www.fordfound.org)
 The Asia Foundation (www.asiafoundation.org)
 Soros Foundation/Open Society Institute (www.soros.org)
Tips in regard to Public Funders and Philanthropic Trusts:
Find out by internet, email or phone
 what the specific application requirements are and follow these guidelines
 if they categorise their grant monies into particular themes or subject areas of
work and choose your approach accordingly
 if they are currently prioritising particular themes, approaches or geographical
regions
 deadlines for applications
Proposal Writing Guidelines – May 2002
8
Be clear and specific about your project, its budget and what the money will be
used for.
Private Funders
Here are some tips on how you might go about raising funds from the private sector
(private companies rather than government or charity organisations).
There are two reasons a private company might contribute. One is that they have a
philanthropic policy, they are an organisation that likes to assist those in need. The
other is that they are looking for a Public Relations or marketing opportunity, which
will lead directly to more exposure or publicity and then to more sales for them. In this
second case the organisation will want to know “What is in it for me?”
So try and find a way they are likely to benefit. Find a way to promote their name and
recognise the assistance they have given.
There are three types of assistance you might request.
1) Money
2) Goods or services for your use
Goods might include:
office equipment like computers, printers, photocopiers, answering machines,
chairs, tables, refrigerator, air conditioners, microwave etc.
Consumables like paper, nutritious foods, condoms
Services could include:
Printing, travel, hire of rooms
3) Items you could raffle to raise funds
Those would include anything that might be suitable to raffle as a desirable prize,
from TV sets or mobile phones to dinner in a restaurant or a weekend at a hotel.
In the case of goods and services go to those companies who either manufacture or
import the products themselves or their retail outlets, or who provide the services.
Some international companies have a local budget for such donations and some do
not. Often there is no policy, so it is a case of trying your luck. The local manager
may be prepared to send a submission to the regional office if they have no funds.
In the case of local companies there are some that will have a policy of assisting and
others not. Often it will depend on the individual manager or owner. Just keep trying
and don’t forget to tell them “What’s In It For Them.”
You should approach any organisation that you think might be able to help. The
ones that experience shows look most favourably on HIV/AIDS funding are:
 The pharmaceutical companies, especially those most involved in HIV medication
(Glaxo Smith Kline , in some countries still Glaxo Wellcome, Shire Biochem a
subsidiary of GSK, Hoffmann La Roche, Merck Forsst, Agouron – Pfizer, Abbott,
Boehringer Ingelheim, Bristol-Myers Squibb)
 Ansell or other condom manufacturers
 Life insurance companies
 Cosmetic companies, hair care and skin care
 Some airlines are likely to assist in travel to conferences with either free of
charge flights or discount fares.
Proposal Writing Guidelines – May 2002
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Proposal Writing Guidelines – May 2002
10
A Possible Structure For Your Proposal
SUMMARY
Clearly and concisely summarise the request
STATEMENT OF THE
ISSUE OR PROBLEM
Brief statement of the reason that the project is necessary There are an estimated 1,200 people living
with HIV/AIDS in Princetown, with no
support organisation to assist them. These people
need guidance on treatment, assistance with
accommodation and moral support and legal and
other advice.
STATEMENT OF GOALS
AND OBJECTIVES
Establishes the outcomes or end results of the project
To provide a support organisation for up to
2,000 people living with HIV/AIDS, providing
information on treatment, legal issues, workplace
related issues, and to provide a meeting point for
exchange of ideas and for support, and physical
assistance for those in need. (Cleaning, shopping,
cooking and care.)
DESCRIPTION OF
ACTIVITIES
Describes what are the activities to happen during the
project, providing quantification wherever possible
Monthly newsletters circulated to up to
2,000 people, lobbying at government level
on treatment and other issues, weekly meetings to
provide support and break down stigma issues, social
activities, assistance for those people who require
physical assistance.
LIST OF REQUIRED
RESOURCES
List the resources, both human and
physical to make the project work
Hire of a room once a week for 5 hours, use
of a computer, photocopying and mailing of
Proposal Writing Guidelines – May 2002
A request for $5,000 for running costs for
one year for a recently formed support group in
Princetown of People Living With HIV/AIDS
Newsletters, as many as 10 part time staff provided
through volunteers, travel expenses within the city for
lobbying, organisation of social events including
snacks and soft drinks, telephone line and answering
machine. More volunteers for care roles will be
required on a needs basis.
BUDGET
Breakdown of all the costs associated with the project,
personnel, travel, equipment, consumables etc.
Detailed budget allocation for 1 year,
broken down monthly.
MONITORING
APPROACH
AND SYSTEM
Description of how the activities and the costs will be
monitored and accounted for, headings and frequency
All expenses will be paid against receipts
only. There will be a monthly budget based
on annual divided by 12, with entries in a
monthly journal to be kept by the treasurer and
reviewed monthly by a committee of 4 people. Only
items in the budget will be paid, unless by special
agreement of the committee and assuming that
funding is available.
BACKGROUND ON
History, qualifications and other brief details of the people The group was started in November 2000
PROPOSED INSTITUTION and organisation making the request and running the
by 20 volunteers, with a background
OR GROUP
project, including experience in similar projects
ranging from medical to business
Administration. All volunteers are HIV+
OTHER SUPPORT
COMMITTED
List any commitments to assist from other sources.
including type and quantity of assistance
Proposal Writing Guidelines – May 2002
$5,000 has been committed by xyz, and
plans are being formulated to raise a
further$5,000 from the community through raffles of
donated items.
12
Budgets
It is useful to include a budget summary as part of the project proposal for the donor.
The donor may or may not stipulate the format of the budget. Some tips to include in
presenting the budget include:
1. Show the budget break down under 3 or 4 key headings. Headings may include
personnel costs (eg. staff salaries, staff travel), project costs (eg. stationary,
meeting costs, resource production and distribution), capital equipment (eg.
computer, fax), and other (eg. monitoring and evaluation);
2. State if costs are in local currency or the currency of the donor organisation;
3. Show that costs are reasonable and justified. This may mean providing up to
three quotes per budget item for expenses greater than $1000 for example;
4. Be aware that donors may require an audit of project expenses, hence there
needs to be a clear audit trail of all expenses. This means keeping accounting
records and copies of all receipts and transactions;
5. The donor may use the term ‘financial transparency’ to refer to a process
whereby an organisation must be accountable for how it spends project funds.
6. In most cases, the donor will require an organisation to sign a contract before the
project commences stating that funds are to be used for agreed upon project
costs only.
7. Changes to the budget will usually require written authorisation from the donor
before the funds are redirected or spent elsewhere.
8. It may be helpful to show if any other sources of funds will be spent on the
project. This may include funds from another donor or the organisation’s own
funds. In many cases an organisation will just ask the donor for 100% of the
project funds.
9. In the final analysis, the donor will want to be certain of three key things:
a) that their money has been spent on the activities outlined in the budget only;
b) that the project is good value for money; and
c) that there is financial transparency.
Proposal Writing Guidelines – May 2002
An example of a simple budget form:
Project Budget
Donor money
$
Other $ (if
applicable)
Show if
quotes
attached ()
Project Personnel Costs
eg. Staff salary
eg. Staff travel
6000
350
1000

Project Activity Costs
eg. Meeting costs
eg. HIV/AIDS Resource production
eg. HIV/AIDS Resource distribution
700
2500
400
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
Capital Equipment
eg. Computer
eg. Fax

1700
300
Other *
eg. project monitoring
eg. Community consultation
250
100
Total Project Cost
$ 13 300
Total Funds Requested From
Donor
$ 11 950
* (insert heading/s)
Proposal Writing Guidelines – May 2002
14
An Example of A Successful HIV Project Proposal
Funding Proposal to produce a Positive Speakers’ Manual
APN+ - Asia Pacific Network of People Living with HIV/AIDS
Building the Capacity of People Living with HIV/AIDS
ACTIVITY SETTING
In 1994 in response to the explosion of HIV in Asia and the poor recognition within
the region of the central role of people living with HIV/AIDS (PWA), APN+, the Asia
Pacific Network of People Living with HIV/AIDS, was established to create a strong
regional voice. APN+ has fast become the most developed regional network of PWA
in the world and now has representatives in 14 countries in the region. The aims of
APN+ are:
 To advocate on behalf of people living with HIV/AIDS in the Asia Pacific region
 To lobby for equal representation of PWA on all relevant decision making bodies
 To facilitate communication and exchange of information between PWA
 To provide opportunities for PWA to develop skills in order to respond to
HIV/AIDS
 To counter the fear, ignorance, prejudice and discrimination PWA face
 To lobby for improved access to treatments, care and support
Within the Asia Pacific region many emerging peer support groups contain
competent and committed people who are often at a major disadvantage in
contributing because of a lack of skills retraining in the AIDS arena.
At its strategic planning meeting in September 1998 APN+ identified the urgent need
to train positive people in a variety of skills, in particular skills to enable them to
speak out in public. APN+ has identified capacity building amongst PWA as a definite
way of strengthening PWA to prepare them in taking on roles as community leaders
and getting them involved in the policy and decision-making processes at all levels.
The project objective is to develop sustainable presentation skills to be used by and
for people living with HIV/AIDS to enable them to participate appropriately and
effectively within regional community responses to AIDS.
This urgent need to train people living with HIV/AIDS is in line with the Paris AIDS
Summit Declaration signed by 42 Governments in 1994. The Declaration states that:
The success of our national, regional and global programmes to
confront HIV/AIDS effectively requires the greater involvement of
people living with HIV/AIDS....through an initiative to strengthen the
capacity and coordination of networks of people living with
HIV/AIDS....By ensuring their full involvement in our common
response to HIV/AIDS at all - national, regional and global - levels, this
initiative will, in particular, stimulate the creation of supportive political,
legal and social environments.
Building and strengthening specific skills of PWA was also one of the
recommendations from the GIPA (Greater Involvement of PWA) Initiative meeting
hosted by UNAIDS during the 8th International Conference for People Living with
HIV/AIDS in Chiang Mai, Thailand in November 1997.
APN+ now requires committed support to provide PWA with the resources to move
beyond tokenism by training positive people who are in the front line opening up the
debate around AIDS. This proposed project is a program of capacity building which
Proposal Writing Guidelines – May 2002
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will lead to sustainable skills development within each country in the Asia Pacific
Region.
APN+ CAPACITY BUILDING PROJECT
A Public Speaking Manual
The most effective HIV education and prevention strategies have proven to be those
involving people living with the virus. Positive people have a unique perspective on
HIV and are best placed to discuss the social and cultural impact of AIDS. We are a
necessary part of the solution. Those who have witnessed the impact of positive
people speaking out publicly agree that articulate positive people are the most
powerful educators. Giving a face to AIDS and challenging society’s assumptions
about who is infected. Speaking out about living with HIV is, however, frightening and
confronting as gross human rights abuses towards people living with HIV occur in
every country.
An urgent need expressed by many PWA within the region is training in public
speaking and presentation skills. Because this need is widespread, the production of
a Public Speakers’ Manual will be the most appropriate and effective way of
beginning to cater for this need.
The Manual will be informed by interviews with various PWA who publicly disclose in
Asia. It will include reasons why people choose to disclose publicly, the reactions
public speakers encounter, aspects on discrimination, support needed when publicly
disclosing, practical do’s and don'ts of public speaking, advice on how to structure a
presentation, guidance on answering common questions, and evaluation techniques.
The manual will be translated into five languages: Chinese, Hindi, Indonesian,
Tagalog and Thai. It will be launched at the Fifth International Congress on AIDS in
Asia and the Pacific in October 1999.
TIMELINES
1999
April – July
August
September
October
BUDGET
Research & Writing
Design
Printing
Distribution
$
Research, Writing
Design
Printing
Publicity
Postage and Admin
5,000
2,000
10,000
1,000
2,000
Total
$20,000
Proposal Writing Guidelines – May 2002
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Practical Skills Section
A large part of success in funding is the practical skills you develop in approaching
potential donors. In this section we suggest some practical hints about how you
contact people and how you might approach your telephone and face to face
meetings, and provide some activities that might help in developing skills and
building your confidence.
The people aspect of getting funding
Writing the proposal itself may well be a couple of steps along the process of seeking
funds. Before you get to submitting a proposal you may well have had a telephone
conversation or even a preparatory visit.
There is no doubt that the chances of getting money or pro bono's from donors
increases dramatically when you can get face to face meetings.
Trying to get funds over the telephone is the next most successful way, and the
method least likely to lead to success is simply mailing your proposal to an
organisation without any previous contact.
The steps in approaching potential donors
Whilst there are always cases where people have been successful in getting funds
by simply sending a request "cold" through the mail, this is the way we recommend
you proceed:
1. Make a telephone call to the potential donor to determine first who the right
person is to speak to.
2. Then either get transferred to that person or make a separate call. During that
telephone call get an appointment to see that person.
3. Make the visit and make the request. Use the proposal in the meeting to explain
what you require and why.
The reasons that face to face interviews seem to work better are:
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Someone who is prepared to spend time with you is at least open to the idea
It is harder to refuse someone face to face than over the phone
You have more time to make your point
Rarely do phone calls to request funds or pro bono's last more than a few moments, but a
visit could last half an hour or more - you have far more time to explain the background
and the content of the proposal
Face to face there is much less likelihood of misunderstandings
The whole situation becomes more "alive", more personal and invites more understanding
and willingness to assist
Let us look at each of these steps one by one.
Proposal Writing Guidelines – May 2002
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Step 1: Call to find the right person
The receptionist or telephonist will usually be able to steer you in the right direction.
The "right" person is that person who is able to make a decision on donations. The
position of this person will vary depending on what kind of an organisation it is.
If you are contacting an organisation that is a donor organisation such as a trust, or a
government department, there will be a department with a specific position to deal
with such requests. In this case you would simply ask for the person who would
handle the type of funding you are requesting.
However, in the case of private sector companies, it is more complex. Some large
ones may have a person or department responsible for requests for donations or
funding. This is true for example for the largest banks or airlines. In some
multinational organisations these funds may be held regionally, in a Head Office, and
not necessarily in the local branch or country. However, usually the local manager
has some discretion.
In other private companies such funds are managed either by a Marketing Manager,
the Human Resources Department or even the General Manager. In the case of
funds being managed by the Marketing Department, remember that they will have in
their mind, "What do we get out of this?" If you can show how their contribution will
give them positive publicity, and their name will feature somehow or somewhere,
they are more likely to agree. In a sense you might say that they are making an
"investment" and want some kind of "return" on that investment.
This first step is about identifying the right person to speak to.
1a. Suggested Activity for Step1
Discuss some of the introductions you might make and the question you would ask of
the telephonist.
Write some of the words on a whiteboard, blackboard or butcher's paper large
enough for everyone to see, if you can.
Here are some examples:
"Good Morning, my name is Yamin, and I am with an organisation working in the HIV/AIDS
area. I would like to talk to someone about some financial assistance. Who would be the right
person to speak to?"
"Hello, this is Bertha. Who could I speak to in your organisation about donations to charitable
organisations?"
"Good Day, I am Pat Chong. I am with an organisation called "Positive Lives". We are looking
for some assistance in a project we are planning. Who would be the right person to speak to
about such a request?"
As you can see there are all sorts of ways of introducing yourselves, and asking the
question. Some reveal more information, and some less. When you translate this into
your own language, the approach may change again. Different countries and
societies express themselves in different ways. There is really no right or wrong way
to do this. It will all depend on the individuals involved, and also what you yourself
Proposal Writing Guidelines – May 2002
18
feel comfortable saying. In the final analysis, the right words are those that give you
the results you want!
1b. Suggested Activity for Step 1.
Try role playing this initial contact. Sit back to back so that you cannot see each
other. This is realistic because in phone conversations the key issue is that you
cannot see the other person and you rely only on verbal contact rather than having
visual cues too.
Now make the call. (Say 'ring ring' or knock on the chair to indicate the ringing of the
telephone.)
Note about role plays. Of course they are not reality! We all agree. But they help you try out
various sets of words to see how comfortable you feel with them. They allow you to develop
an approach that you feel is right. Role playing gives you practice and confidence. At the end
of the little role pay, talk about the approach as a group. See what you all think and feel. If you
want to, have another go, using a different set of words or a different approach.
Step 2: Getting an appointment
Often the hardest part of the whole process is Step 2, getting the appointment. In this
initial telephone conversation you have just a few minutes to create enough interest
in the other person for them to agree to see you. There is always a temptation to take
things further on the phone than just getting an appointment, to try to get the
organisation to give you a commitment right then and there. However, experience
shows that better results are obtained by using the first contact to get an
appointment. So have it firmly in your mind that you want to sell the idea of a
meeting.
In the initial few moments you need to:





Introduce yourself
Explain which organisation you are from
Tell them in brief summary what you want and why - make it sound interesting but do not
provide too much detail - try to leave a little mystery so that they want to see you
Give them a reason why they should be interested
Ask for 15 minutes of their time
For example:
"My name is Yamin Yusuf.
I am from Body Positive, an organisation providing support for HIV positive people. Not only
do we provide care, but also work with communities on prevention and education.
We are currently planning a programme to improve nutrition. It is an exciting new concept, but
in order to proceed we need some assistance with funding.
We believe that this approach might have application in several other areas too, and would be
the sort of activity that a company like yours might want to be associated with.
It would be far easier to explain the approach face to face. Would you be able to spare me
fifteen to twenty minutes to come and show you what it is all about?"
"Hello, this is Bertha Martinez.
I am from Positive Lives, a non profit organisation of HIV positive people. We have a current
membership of over 100 people, but it is growing very fast as you might imagine.
Proposal Writing Guidelines – May 2002
19
We have reached the point where we need to have better infrastructure if we are to provide
the best care and service to the community. We need office equipment and a computer.
Your organisation has a reputation of being involved in projects where the community benefits
in a long term sustainable way.
We have a plan for the next two years as to how we will operate, and I would like to ask if you
could spare me fifteen minutes or so of your time to explain it, and see whether this is a
project you would like to support?"
If the organisation you are approaching is a government or a funder/donor (perhaps a
trust), you might want to point out that what you are requesting fits in with their
guidelines of assistance. If the organisation has a website or any publications with
guidelines on their funding activities, you should look at them first. Express your
proposal in such a way that you demonstrate that you meet their criteria.
If the organisation is a private company, try to show how they might gain from
supporting you, and tell them even in this initial conversation. "Clearly we would be
pleased to recognise any assistance you give us." You might want to leave exactly
how this might happen until the face to face meeting.
Things to watch when approaching possible donors by phone:
Speak clearly
Use simple and clear language
Avoid any ambiguity
Modulate your voice – sound interesting, your voice is the only sensory
clue the potential donor has
Concentrate very carefully on what he or she is saying
Listen intently – it is too easy on the phone to let your mind wander
Keep to the point
Develop a logical and clear argument in favour of the assistance you
are requesting
2a. Suggested Activity for Step 2
Again, using a board or paper on the wall, get suggestions from the group as to the
sort of things you could say. These could be seen as a set of possible "scripts". The
ones you use will depend on the situation, both the person and the organisation you
are contacting, and what you as an individual feel comfortable with.
Discuss the merits of the various options you come up with. Not everyone will agree,
and it is good to have some debate.
Objections
Sometimes the person you are speaking to will raise barriers or objections. Do not be
put off by this. Sometimes they are a result of a misunderstanding, or even a way of
asking for more information. Others want to check your resolve, or even enjoy their
moment of power. Your request is too important for you to back away too quickly and
accept a "no".
Proposal Writing Guidelines – May 2002
20
Here are some of the objections people raise and a few ideas on how you might
counter them:
There is no more funding left for this year.
“When does the next funding year start?”
“Let me come and talk to you about the project anyway, so that you can assess how it could
fit into next year's budget.”
This is not the sort of thing we would be likely to fund.
“What sort of things do you fund?” - Then see if you can make an argument that your request
does in fact meet their requirements. Otherwise see if there are other requirements you have
that might meet their criteria.
“If you can just give me fifteen minutes to explain, I might be able to show you how this
project would fit in with your funding policies.”
All requests for donations have to be sent to our Head Office for approval.
“Do you make recommendations on those requests?”
“Who would be the best person to send them to?”
“Could you please tell me how that operates?”
This year we are only funding Child Welfare.
“One of our major concerns too is children affected by HIV/AIDS, and our programmes do
benefit children indirectly. Can I come and talk to you for just a few minutes and explain how
that happens?” (Think fast how you are going to make that connection!)
We only provide funds in cases where we will get sufficient positive publicity leading to
sales.
“Well, let us meet and see how we could ensure that happens.” (Again think fast about how
you can ensure it happens!)
“There is so much concern in the community now, that your assistance will be seen very
positively. I would like to talk to you about the best way of delivering the message.”
2b. Suggested Activity for Step 2
Role play the conversation to get an appointment, just as before, sitting back to back,
or with some sort of visual barrier, like a screen between you.
After each role play, discuss as a group how it went and what you have learned from
it.
Step 3: Make the Visit and Make the Request
Before the visit make sure that you have as much background information as you
might need.
What you ought to find out first
What does this organisation do?
Do they have a website or guidelines on funding?
What sort of products to they make or sell?
How could helping you be made to benefit them?
How does what you are requesting fit in with their needs
or their requirements?
Proposal Writing Guidelines – May 2002
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Plan your visit
Decide how you are going to start off. Remember that the initial stages of a meeting
may well involve some casual conversation, often called “small talk”.
Take with you anything you think you might need. This would include anything that
either explains more about what you need or that builds credibility of your
organisation.
Here is a small checklist:
An outline of the proposal
Any publications your organisation may have
The constitution and goals of your organisation
Any financial statements that might be of interest
Quotes for any goods you may wish to purchase with a donation
Anything that gives your organisation and you credibility and legitimacy
Starting the visit
In introducing yourself be confident, friendly and business like. Firm handshake, state
your name clearly, look them in the eye and smile.
As mentioned there is usually some initial chit chat. This serves the purpose of
getting to know eachother and just settling down and getting your bearings. Often the
items are neutral, such as the beauty of the gardens, or the design of their office or
the old building it is housed in. If you absolutely have to you can even talk about the
weather or the traffic!
As soon as there is a slight pause in this chit chat, you know it is time to for YOU to
start the serious conversation.
“Well, what I wanted to talk to you about today is…………”
“Well, I wanted to follow up on the conversation we had last week, and talk to you
about……..”
Build on the previous telephone conversation if there has been one. The fact that you
have managed to get an appointment means that they must be at least somewhat
open to your suggestions.
Speak confidently, clearly and at a normal pace.
Follow the structure of how you would write a proposal. In fact you should have with
you the outline of the proposal you expect to submit. This is because it helps you
deliver your request and it shows that you have done the necessary preparatory
work. It also saves time when they say they are prepared to take the matter to the
next step.
Even if you explained part of the need on the telephone, go over the whole situation
again, they may well have forgotten, and you want to reinforce the main points.
Proposal Writing Guidelines – May 2002
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Your need must be clearly expressed with the reasons for it, and the outcomes it will
create. Equally important is any way they will get something out of it too, especially if
you are approaching a commercial business.
Similar objections may be raised as we discussed above under Step 2. Do not be
thrown by these objections, they are often a normal part of the process.
Reasons people object:
The person really has a problem with your request
The person wants more information
The person does not fully understand and is seeking some clarification
The person thinks it is a good idea, but is looking for more verification
It is a normal part of the process
People in this position feel that they are supposed to object
The person you are speaking to has to sell the idea to someone else, and they are
looking for arguments to help them do so
The person is convinced, but just needs a bit more reassurance
This person does not have the power or authority to decide
Asking for the commitment
This can often be the hardest part. This is after all when you find out whether or not
you are going to be successful. But the person you are speaking to knows very well
that you are requesting assistance, so when you ask, it is hardly likely to be a
surprise. They are expecting you to make the request, they know that is what you are
there for.
When you have finished your presentation, ask for the commitment:
“Is this a project you would like to support?”
“Can we count on your assistance?”
“Are you willing to help us?”
Choose whatever words you feel comfortable with. You might just assume they will
go ahead:
“When do you think we could finalise it?”
“Will you give us your logo so that we can display it?”
Or give them the choice:
“Would you prefer to deliver it yourself, or should we pick it up?”
“Assuming we go ahead, would you prefer to make a cheque out to us, or a bank draft?”
Once you have asked for their commitment you must then SHUT UP until they give
you a response. You may feel embarrassed if there is a silence, but you have asked
a question and it is up to them to give you some answer. You need to know, so do
not let them off the hook by speaking again!
If they say “yes”, finalise the details, thank them and then leave.
If they say “no”, then you need to find out why. The best way to find out anything is to
ask questions:
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“What is concerning you?”
“What is stopping you from going ahead?”
“Why are you not keen to support us?”
It may well be that there is a minor issue that you can resolve. There could even be a
misunderstanding. Once you find the reason then you can handle it like an objection
as we discussed at Step 2.
3a. Suggested Activity for Step 3
Ask the group what sorts of objections they have or could encounter. List them on
some butcher’s paper or a board. Then go through each one as a group asking in
what ways you might counter or respond to that objection. Write down the responses
and after the meeting have them typed up and circulated.
3b. Suggested Activity for Step 3
Ask the question how people feel about asking for the commitment when it comes to
the crunch. Discuss possible feelings of nervousness or apprehension. Make it clear
that this is a normal part of the whole process. Ask what ways of asking for a
commitment people have used, and what they have found works best.
3c. Suggested Activity for Step 3
Decide on a scenario, and then role play the face to face meeting.
A final thought
It can be very useful to role play upcoming meetings, either planned or where an
appointment has been made. This can help you “debug” your approach and give you
practice and confidence in what you are going to say.
Just remember that you will never get every bit of funding you ask for. So do not get
discouraged. It is after all a numbers game. The more you ask, the better are the
chances. But as time and resources are limited, target the organisations and people
where you think you have the best chance.
Good Luck!
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Some Useful Websites
www.napwa.org.au
NAPWA: National Association of PLWH/A (Australia)
www.gnp-plus.net
GNP+: Global Network of People living with HIV/AIDS
(includes APN+ page)
www.unaids.org
UNAIDS: Joint United Nations Programme on
HIV/AIDS
www.who.int
WHO: World Health Organisation
www.usaid.gov
USAID: United States of America Agency for
International Development – includes HIV/AIDS
Division
www.ausaid.gov.au
AusAID: Australian Government Agency for
International Development
www.dfid.gov.uk
DFID: United Kingdom Department for International
Development
www.acdi-cida.gc.ca/home
CIDA: Canadian International Development Agency
www.fhi.org
FHI: Family Health International
www.afao.org.au
AFAO: Australian Federation of AIDS Organisations
www.31stcentury.com/apcaso
www.ids.ac.uk/eldis/aid/nat_lorg.htm
Proposal Writing Guidelines – May 2002
APCASO: Asia/Pacific Council of AIDS Service
Organisations
Directory of National Aid Agencies
25
Thanks to all those who contributed their time and efforts
into developing these Guidelines, including:
Robert Baldwin, Shellee Korn, John Rock and John Rule (NAPWA)
Susan Paxton (APN+)
Alex Turner (Australian Federation of AIDS Organisations - AFAO)
Enquiries and comments in regard to these Guidelines can be directed to:
NAPWA (Australia)
PO Box 876
Darlinghurst NSW 1300
Phone: 61 2 9281 2511
Fax: 61 2 9212 5322
Email: admin@napwa.org.au
Proposal Writing Guidelines – May 2002
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