Writing a Proposal

Whether you're a contract worker or an employee for an organization, you may find yourself needing to write a proposal. Proposal writing is increasingly a part of many people's work roles. The proposal format and criteria for submission will vary slightly for each client (for example, the number of copies to be made, the submission process, additional correspondence required). The following proposal format is a guide. Find out what the potential client wants and modify this format accordingly.

Conduct prerequisite research

Do not skip this step! Find out all you can about the client. Identify the problem the client is trying to solve or what services are needed, what has been done in the past, what the client wants done in the future, and what the approximate budget is. Determine what support and resources (space, reception services, office supplies) the client can provide and what support and resources you must provide. Potential clients are usually willing to tell you what they require. You just need to ask the right questions. Find out the day and time the proposal is due. In most cases, proposals will not be accepted after this deadline.

Title page

Your title page should include the project name or title, the client's name and address, the submitting organization's name and address, and the contact person's name, title, phone and fax numbers and e-mail address. Do not number the title page.

Table of contents

Unless they are very short, most proposals benefit from a table of contents. Do not number the table of contents page.

Executive summary

Decision-makers are often busy people who may have little time to read an entire proposal. To ensure that they understand key ideas in your proposal, highlight the need for the project and the outcomes of the project in a brief abstract. This summary should be one page or less.

Background

Also called the Introduction, the background section introduces the proposal and sets the stage for the remainder of the contents. The background section should identify the problem and hint at solutions to the problem, inform the reader about the submitting organization, and display the expertise of the submitting organization.

Assumptions or guiding principles

This section can be a subheading under the background section or a section itself. It serves to orient the client to the way the organization will approach the project. For example, a proposal to develop a matrix for environmental occupations may include the following assumption: the best sources of information regarding environmental occupations are experts within these occupations. This section can also address what the project will not include, such as print costs of a product.

Principle goals or objectives

This section highlights the outcomes (what will be accomplished) or products of the project. Goals or objectives can take the form of services (for example, a workshop series to enhance staff productivity), knowledge or information (as in the case of research) or tangible products (resource materials). These forms of goals or objectives are sometimes referred to as "deliverables."

Method

The method section should concisely describe how the project goals and objectives will be reached. Outline the sequence of the proposed actions. It often helps to identify these actions as numbered stages, steps or phases. These phases often include a needs analysis, an outcome analysis, program design, program delivery and program evaluation.

Each phase or step should be briefly explained. Save detailed descriptions of specific methods for the appendices.

Project team

When a project requires a considerable amount of expertise to complete, it is wise to identify the team for the project. This should be brief and include the following: the role each person will play in the project (for example, project manager, writer or graphic artist), the name and title of the person, and three to five key points that highlight the individual's qualifications.

Schedule

Schedules serve two purposes. First, they show the client when various tasks will be completed. Second, they enable the client to budget resources appropriately if the proposal is accepted. Find out the fiscal year of the prospective client. Many projects need to be completed by the end of the fiscal year. For the federal and provincial government this date is March 31.

Budget

The budget section should clearly show how requested funds are to be spent. The level of detail required in this section will vary greatly between funders, so do some background research here. Generally, budgets follow the sequence of steps in the method section and provide a cost for each step. Then additional costs such as project management, travel and printing supplies are included.

After actual costs have been calculated, add them up and add 35 per cent. This will allow for overhead costs. Do not have an overhead line in the budget. Rather list how this money will be allocated (for example, project management, fax/phone, support staff, travel).

Appendices

Appendices are optional. They include detailed information on items referred to in the body of the proposal. Examples of information that might be included in the appendices are detailed descriptions of procedures (including instruments such as questionnaires), résumés of team members and organization's promotional material.

Proposal copies

After the proposal draft is complete, it should be carefully proofread. Use a high quality printer and paper for the final proposal. Bind the proposal (unless otherwise specified) in a cover that allows the title to be seen. Make the required number of copies for the client and keep an original unbound copy for yourself.

Cover letter development

All proposals should be accompanied by a cover letter personally addressed to the primary client. In the cover letter indicate how many proposals are enclosed, state the title, identify the source of the proposal (for example, Invitation to Tender), describe your organization's interest in the project, emphasize key features of the proposal and show your willingness to answer further questions.

Proposal delivery

Whenever possible, hand deliver proposals to the primary client. This enables the submitting organization to personally display its enthusiasm for the project. If the client is in a different location, have someone else deliver the proposal for you. If you courier the proposal, phone the client to say the proposal is on its way or to confirm its arrival.

Follow-up

When delivering the proposal, ask when a decision will be made. If the date passes and you haven't received a response, feel free to call the primary client to obtain another decision date. If the client says your proposal has been rejected, be sure to ask why. Most clients are willing to provide feedback and suggestions—this is the best way to learn so that future proposals can be improved.

This article is part of the Career Digest series of resources for professional career practitioners. Copies can be ordered through the e-CareerShop at www.alis.gov.ab.ca/careershop

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Last Updated: June 20, 2006