Writing Successful Co-Financing Applications

1. D Development Education Partnership Fair Writing successful co-financing applications By Angelo Caserta Vienna, 9-10-11 October4 2006

2. B Why are you writing a co-financing application? Do you know the donor? Vienna, 9-10-11 October 2006 Writing successful applications 1 Basic questions (valid for any donor) You write a funding proposal to persuade the donor to give your organisation or project money. The purpose of a funding proposal is persuasion, NOT description. So, while you will need to describe the proposed project, you need to do so in a way that will convince a donor to give you money. You are writing for a funding agency and for someone in particular who will read the proposal. Your project must match interests and priorities of the donor and, at the same time, the amount of money the donor is ready to give. Remember that donors are “buyers”, they have their own agenda and they are entitled to have one!

3. B Do you know yourself? Why should the donor finance your proposal? Vienna, 9-10-11 October 2006 Writing successful applications 2 Basic questions You cannot hope to “sell” or promote a project if you do not know yourself and cannot present, a picture of your organisation as a “good risk”. For this, strategic planning, financing strategy and project planning are important tools which determine the success of a financing proposal. Many organisations apply for funds. So, why should the donor finance YOUR proposal? Is your proposal going to make a difference? What is its added value?

4. M Vienna, 9-10-11 October 2006 Writing successful applications Mapping Problem Donors Beneficiaries Enemies Target groups Context Competitors Allies

5. P Clearly define the problem Problem tree Vienna, 9-10-11 October 2006 Writing successful applications Problem What the problem is? What the solutions are? Try to visualise the problem with a “problem analysis diagram”.

6. B Who are the beneficiaries? Who are the stakeholders? What do beneficiaries need? Vienna, 9-10-11 October 2006 Writing successful applications Beneficiaries Define clearly the beneficiaries (direct, indirect, end-). 1. In a project which aims to change the attitude of consumers so that they consume more fair trade products, who are the beneficiaries? Of course FT producers, not the consumers! It is important you are able to prove that you know what the beneficiaries need. The best way is to include the beneficiaries in the design phase, so that you can be sure that their needs are duly taken into account.

7. T Who are the target groups? Target groups can coincide or differ from beneficiaries Vienna, 9-10-11 October 2006 Writing successful applications Target groups • “A group of people who will benefict directly and in a measurable way from the project/intervention. (MFA, Denmark). • “A group of people which are the focus of a specific intervention” (ccd.net) • A group of people whose change in attitude or opinion will have a positive impact on the beneficiaries of an intervention. 1. In the previous example, “consumers” are the target group, while “producers” are the beneficiairies.

8. C You must place yourself and the issue in the broader context Is there public/media attention on the issue? Vienna, 9-10-11 October 2006 Writing successful applications Context Look at all factors and forces which might influence the results of your project (risks and assumptions) There might have been recent summits/meetings with political commitments There might have been natural or human-related events/disasters

9. A Networking is important Do you have competitors in the area or on the issue? Do you have enemies? Vienna, 9-10-11 October 2006 Writing successful applications 1 Allies, competitors, enemies No organisation is strong enough not to need networking. By networking you gain access to the resources and knowledge of others with similar goals. The project will be probably more interesting and you will probably get more money from the donor. ¿ What are their interests? Their agendas? Why do you think they are competitors or enemies?

10. D Know the donor What do donors want? Vienna, 9-10-11 October 2006 Writing successful applications 1 Donors • Interests • Objectives • Mission and mandate • Perception of the problem • Limits and Potential • Means • Rules and timing • To make an impact or a difference, to influence or solve what they identify as a problem • To acquire and share knowledge, understanding, information. • They want their money to count, they want the work they fund to be successful, they want to be seen to be successful and to add value to their chosen interventions. • Increase/improve their public image • Share values and support the organisation’s development

11. D What shall the donor gain? Vienna, 9-10-11 October 2006 Writing successful applications 2 Donors Your proposal must convince the donor that supporting your project is likely to lead to a successful intervention, one it can be proud to claim involvement with, and one the donor, and those the donor wants to influence, will identify with. Most donors will also want to feel that they can add value by sharing what they have learned from other projects and interventions with which they have been involved Some donors also seek to prove that they were able to spend the money they had been given.

12. Y Vienna, 9-10-11 October 2006 Writing successful applications You Problem Donors Beneficiaries Who are you? Enemies Target groups Context Competitors Allies

13. L Intervention strategy Objectively verifiable indicators Verification means Risks/ Assumptions Impact inficators Monitoring and evaluation system Context Purpose indicators Product indicators Process indicators/Means Vienna, 9-10-11 October 2006 Writing successful applications 1 Logical framework Overall Objective 1 8 9 Rows present information in different stages of the project’s execution. Specific objectives 2 10 11 7 Products/ results 3 12 13 6 Activities 4 14 15 5 Realism Coherence/consistency (cause-effect relation) Evaluability

14. P 1 Select the “main problem” and write it on the central part of a board 2 Look for related problems to the starter problem 3 Problems which are directly causing the starter problem are put below. Problems which are direct effects are put above 4 If there are two or more causes combining to produce an effect, place them at the same level in the diagram 5 Connect the problems with cause-effect arrows – clearly showing key links 6 Make sure that the diagram make sense Vienna, 9-10-11 October 2006 Writing successful applications 1 Problem tree

15. P Effects Main problem Causes Vienna, 9-10-11 October 2006 Writing successful applications 2 Problem tree Low income High rate of infant mortality Low productivity of workers High rate of diseases Lack of sufficient clean water Deteriorated water system Few service connections Insufficient maintenance funds Bureaucratic water administration

16. O Results/ impact Overall objective Specific Objectives/ activities Turn positive what was negative in the problem tree Vienna, 9-10-11 October 2006 Writing successful applications Objetives Low income Higher income High rate of infant mortality Lower rate of infant mortality Hiher productivity of workers Low productivity of workers Lower rate of diseases High rate of diseases Availability of sufficient clean water Lack of sufficient clean water Improved water system Deteriorated water system Increased service connections Few service connections Sufficient maintenance funds Insufficient maintenance funds Bureaucratic water administration Efficient water administration

17. R Know what you want to achieve Vienna, 9-10-11 October 2006 Writing successful applications Results • Results are changes, goods, services that the project aims to produce to achieve the specific objectives., • They refer to actions which are under the control of the team executing the project. • Results define also the baseline strategy. They are the minimum set of elements necessary (and sufficient, if assumptions hold true) to achieve the specific objectives.  

18. L Intervention strategy Objectively verifiable indicators Verification means Risks/ Assumptions Impact inficators Monitoring and evaluation system Context Purpose indicators Product indicators Process indicators/Means And assumptions hold true If this have been achieved Vienna, 9-10-11 October 2006 Writing successful applications Logical framework IMPACT! Overall Objective 1 8 9 Specific objectives 2 10 11 7 Products/ results 3 12 13 6 Activities 4 14 15 5

19. A What activities are needed to achieve the results? Vienna, 9-10-11 October 2006 Writing successful applications Activities • Group activities in blocks • Activities included in a block are all those needed to achieve a specific result • In each block, list the activities in chronological or sequential order. • There can be different combinations of the chosen activities. Select the most cost-effective combination. • Include in the logical framework only the main activities (do not include tasks or sub-activities)

20. A Assumptions Conditions out of project managers’ control Vienna, 9-10-11 October 2006 Writing successful applications 1 Assumptions Every project is executed in a context that we have to know to ensure success Assumptions are external factors that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers. They are the answer to the question: “What external factors may impact on project implementation and the long-term sustainability of benefits, but are outside project management’s control?”

21. A Vienna, 9-10-11 October 2006 Writing successful applications 2 Assumptions Is the external factor important? YES NO Will it hold true? Almost certainly Do not include Likely Include as an assumption Very unlikely Is it possible to redesign the project in order to influence the external factor? YES NO Redesign the project by adding Activities or results; reformulate the Project purpose if necessary The project may not be feasible

22. R Have a clear vision of risks Risks Vienna, 9-10-11 October 2006 Writing successful applications 1 Risks Risks are external factors which are not under the control of the project managers and that, if hold true, can undermine success. It is important to have a clear idea of possible risks and on strategies to neutralise them.

23. R Vienna, 9-10-11 October 2006 Writing successful applications 2 Risks Is the risk important? YES NO Can you neutralise it? NO YES Do not include Explain how The project is not feasible Plan alternatives Redesign the project adding activities or rephrasing the objectives

24. I How do you verify success? How to select indicators Vienna, 9-10-11 October 2006 Writing successful applications 1 Indicators and verification • Indicators allow you to understand whether the intervention has been successful or is on-track. • They are formulated in response to the question: “How would we know whether or not what has been planned is actually happening or happened? • The guiding principle should be to collect the minimum amount of information required to help project managers and evaluators determine whether objectives are being/have been achieved. • They must be significant and relevant • Indicators should be measurable/assessable in a consistent way and at an acceptable cost, within the capacity of the executing organisation

25. I Source of verification and monitoring system Vienna, 9-10-11 October 2006 Writing successful applications 2 Indicators and verification • How the information should be collected (e.g from administrative records, special studies, sample surveys, observation, etc ) and/or the available documented source (e.g. Progress reports, project accounts, official statistics, engineering completion certificates etc.) • Who should collect/provide the information (e.g. field extension workers, contracted survey teams, the district health office, the project management team) • When/how regularly it should be provided. (e.g. monthly, quarterly, annually, etc.)

26. K Justification Methodology Partners Impact, multiplier effect, sustainability Duration and action plan Budget and financing sources Vienna, 9-10-11 October 2006 Writing successful applications Key elements

27. J Persuade the donor Vienna, 9-10-11 October 2006 Writing successful applications Justification • The justification of your proposal is where you do your main “selling job”. It is here that you persuade the donor that your project will make a difference (therefore is necessary and worthwhile). • The key areas to be covered are: • Problem • Context • Objectives including clarification of beneficiaries and target groups; • Implementation strategy.

28. L Shops in Brussels close at 6pm If you want to convince the donor... Vienna, 9-10-11 October 2006 Writing successful applications Language If you want to go shopping in Brussels, you have to go before 6pm! You have to use a language which the donor is able/ready to understand

29. K Write clearly and synthetically Avoid jargon and explain all acronyms Do not use a too academic tone Use short sentences Write for a non-technical reader. Vienna, 9-10-11 October 2006 Writing successful applications KISS – Keep It Short and Simple Let the human story come through, but do not overdo

30. I What impact shall the project have on the identified problem? Shall the project have a multiplier effect? What will you do when the donor’s money ends? How will you ensure the follow-up? Vienna, 9-10-11 October 2006 Writing successful applications Impact and follow-up

31. D Vienna, 9-10-11 October 2006 Writing successful applications Duration and action plan

32. B Use the format proposed/imposed by the donor Be detailed and realistic Make calculations understandable Respect max and min amounts allowed Make a clear link between actions and costs Do not ask too much nor too little Have a fundraising strategy Vienna, 9-10-11 October 2006 Writing successful applications 1 Budget

33. F Read carefully guidelines, application form, any relevant document If you have doubts, ask! Be sure you fill in all relevant sections of the project application Respect format and length proposed/imposed by the institution Prepare well in advance all the required documents, duly signed Send all required documents in time and to the right address Do not annex unrequired documents Vienna, 9-10-11 October 2006 Writing successful applications Formalities