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PROBLEM PLANNING SHEET

Pre-draft Stage
Gather information prior to drafting the ''Problem'' or ''Needs Statement''

1. Determine the extent of the problem.  Is it a problem throughout the world, nation, state, region, community?
2. Include statistics indicating the magnitude of problem and the urgent need to address it.  Trends showing the exasperation of the problem are useful.

Writing the Draft

1. A good opening sentence describes the general condition causing problem- (an eye-opening statistic is a useful attention getter).  The remainder of the paragraph supports or explains the significance of the introductory sentence.
2. Elaboration of the general problem should follow the introductory paragraph, but try to keep it reasonably brief.  Assume the reviewer is marginally aware of the problem.
3. Once the general problem is communicated construct a bridge paragraph to relate the general problem to the specific issues that led you to develop this project.
4. Describe the needs this project meets.  They should be the local manifestations of the general problem you described.  Illustrations that will raise the empathy of the reviewer are important.  You want them to feel they should do something.
5. Conclude the problem statement with a paragraph describing the approach you are proposing to use to meet the needs and its significance to others suffering from symptoms of the same general problem.

GOALS AND OBJECTIVES

Goal Statement

1. Each goal should  be stated in a single sentence.  usually one or two goals are sufficient.
2. A goal is a broad statement of what would be accomplished if the project not only succeeded, but had a major impact on the general problem.  For example: To eliminate disparities between the enrollment, retention and graduation of white and Hispanic and Black students in four year colleges; or to eliminate barriers to post-secondary education for third world students.  In one sense it is fluff, but it serves to point out the direction your project is headed.

Objectives

     These are key to the project.  They describe what the project promises to do.  Private funding sources generally decide to fund a project based on their interest in seeing the objectives accomplished.

1. Objectives should be limited to one or two sentences.  They should be tangible whenever possible - use quantities and timelines when feasible.
• A poorly stated objective:
  To increase the number of non-white students who graduate from the University of California.
• A well-stated objective:
  To ensure that 75% of Hispanic and Black freshmen students entering the University of California in 1990 graduate from the university by 1995.
2. There is no limit on the number of objectives, but generally they number between two and ten.
3. Once the objectives of the project are drafted determine:
1. whether the accomplishment of the objectives will be a step towards reaching the stated goal (s) of the project and eliminate those that are irrelevant;
2. whether any of the objectives describe what the project will do should be moved to the methodology section.

RESOURCE ANALYSIS AND PROJECT DEVELOPMENT PLAN

     The resource analysis and project development plan are extraneous to a written proposal, but they enable you to determine if the project has a realistic chance of being implemented.  This is the time you should begin exposing the project tot he real world, unless you have already decided where the resources are coming from and are merely writing a proposal. 
     The problem, or need, statement and the goals and objectives are only PART of a complete written proposal, but they can serve to introduce the concept of the project to other people.

Resource Analysis

1. Chart out resources and obstacles:
   (Institutional and political support - people, organizations)

(LOGISTICAL SUPPORT - SPACE, EQUIPMENT, SUPPLIES)
(FINANCIAL SUPPORT - PUBLIC, PRIVATE, PERSONAL)

Project Development Plan

1. Enlist support from people listed on the left side of the resource chart.  Hold group or individual meetings with them to explain the project and the obstacles and allow them to gain ownership in the project's development by helping.
2. Work with the supporters to develop a strategy for overcoming the obstacles.  (The items listed on the right of the chart)
3. Develop a financial strategy, if necessary.  Think about potential resources working from the most accessible to the least accessible:
1. Can part or all of the funds be raised locally?
1. fundraisers
2. local campaign for support
2. Can a wealthy donor be found who is interested in the project?
3. Does the project have mass appeal, so that direct-mail, or house to house fundraising is feasible?
4. Can specific objectives be supported by an organizational or corporate sponsor?
5. Do you need $10,000 to $250,000 and want philanthropic support?
6. Does your project fit guidelines for public support? If it does, are you willing to accept the strings that go with it?

Methodology

     If you have come this far and need to complete the proposal to solicit funds or to use for planning the project's implementation, the next step is to describe how the objectives of the project will be reached.  Some proposal writers find it useful to divide the methods section and list the steps that will be taken under the heading of the appropriate objective; others prefer to list every step under the broad heading of ''Methods'' or ''Methodology''.  It is a matter of individual preference, but the test applied to the Methodology Section is whether it is likely all the objectives would be achieved if the steps listed were taken.
     There is no limit on the number of methods you list.  It can be helpful to be as detailed as possible in the initial draft so that you can clarify in your own mind exactly how the project will work and be organized.  You can always omit methods you do shared with a reviewer when you write the final draft.

1. Analyze the objectives and resource plan to determine the project's:
1. Structural needs - who will direct and who should be kept affiliated with the project in some other capacity, e.g. adviser.
2. Personnel needs - list job duties for each primary staff person.
3. Organizational resource needs - whose cooperation is necessary
4. Space needs - office, school, recreational area
2. Title the section ''Methods'' or ''Methodology''
3. List the steps that will be taken to create a governing body and list its duties.
4. Describe how the project will work on a step by step basis.
1. List each service that will be provided to a member of the target group (1.  Each non-white student will be assigned a counselor to assist in: a) the selection of classes), or
2. Detail the activities of each primary staff person.  (1.  Each counselor will carry a caseload of ten non-white students and assist each client: a) select classes)
5. Look at each objective and determine whether it will be accomplished if each step in the methodology is taken.  Add steps if necessary.  Extraneous steps can be removed unless they provide ''flair'' or some attraction for the proposal reviewer.

THE FROSTING

Depending on the funding source other sections may be necessary to cover issues of particular concern.  If they are not asked for specifically you may want the issues covered in your methodology to ''jazz up'' the proposal.

1. Evaluation:  List steps that will be taken to assess the progress and success of the project.  These can include annual or more frequent progress reports to an advisory or governing board, the setting of timelines and the measuring of progress in relation to the timeline, evaluation by an independent organization, audits, etc.
2. Information Distribution: Describe what information will be shared, how and with whom.  Since the project is dealing with the symptoms of a broader problem the information learned may be important to communicate.  Information can be communicated through publication, workshops, reports, etc.
3. Project Replication: Is the project a model that should be duplicated in other communities?  If so, describe what will be done to encourage its replication.   Activities may include providing on-site training and technical assistance, conducting conferences and workshops, expanding the project by creating branches at other sites, etc.
4. Future Funding:  Most private funding agencies do not want to make long-term commitments.  Title VII and some other types of public funds also have limited terms attached to them.  This section should be used to describe a long-term financial plan that will reduce the level of monetary commitment needed from the funding agency over a stated period of time.  Plans can include the employment of a ''Director of Development'' (fundraiser) who will be assigned to find multiple sources of funding; the establishment of a direct mail campaign, the creation of a fee - for - service training component, etc.

BUDGET

1. The Budget should be constructed in such a way that the proposal reviewer can quickly determine how much is being requested and how much is coming from other sources.  One way to do this is to run separate columns for funds ''requested'' and funds ''contributed'' from other sources:

2. If the job duties of key staff (those whose duties directly relate to accomplishing the objective ) are not detailed in the methodology, they should be described in the budget:

3. A typical budget contains
1. Personnel Costs - Fringe can be included in the total amount shown for each position or calculated separately as the last budget item under personnel
2. Non-Personnel Costs - Travel may be detailed or included as a lump sum.  Some funding agencies prefer travel to be listed as a personnel cost.  Non-personnel costs can include stipends or other costs for providing or purchasing services for clients.  These should be detailed and be related to steps described in the methodology.
3. Contract Services - These can include retaining consultants, or anticipated contracts for special services.  These should be detailed.
4. Space - Cost for project site occupancy.  When not included in the rent the cost for utilities (electricity, gas & water) can be estimated.  Monthly telephone expenses are included under operating expenses.  Rental of space for special occasions should be included under contract services.
5. Office Equipment & Supplies - These can be for purchase or lease.  Generally purchasing equipment is cheaper than leasing for a one year period or longer and will reduce program expenses the second and subsequent years.
6. Operating Expenses - These include telephone charges, postage, copying, printing and other variable costs that will occur frequently during the project year.

THE FINAL PACKAGE

COVER LETTER
States that the project is being submitted for consideration.  Provides name, address and phone number of contact person.  Requests notification of receipt of proposal.

TITLE PAGE
Name of project.  The name of the person and organization submitting the proposal, with the address and phone number should be listed separately on the same page.

TABLE OF CONTENTS
Each heading listed below should be included.

DESCRIPTION OF SUBMITTING AGENCY
This is the time to boast about the organization and people supporting the project.  The objective of the description is to ensure that the proposal reviewer feels relatively confident that the people involved in developing the project are competent and capable of successfully implementing it.

SUMMARY
No more than two pages describing the need for the project, a summary of the goal and objectives, and a brief description about how the project would work.

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Laguna Hills, CA  92653
Phone: 949 586-6640
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 www.cahro.org

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