PROJECT PLANNING GUIDELINES

A. BEFORE YOU START - THINGS TO THINK ABOUT.

1. WHAT IS THE AIM?
2. DOES ANYBODY WANT IT? WILL IT BE SUPPORTED?
3. WHO/WHAT WILL BENEFIT?
4. HAVE OTHER ORGANISATIONS DONE SIMILAR PROJECTS?
5. HAS EVERYONE BEEN GIVEN THE CHANCE TO JOIN IN OR HAVE A SAY?
6. PROJECT STEERING GROUP?
7. IS IT POSSIBLE (PRACTICALLY AND IN TERMS OF COMMITMENT)?
8. DOES IT NEED EXPERTISE? ARE THERE LOCAL EXPERTS?
9. DOES IT RELATE TO LOCAL OR OTHER POLICIES OR STRATEGIES?
10. IF IT IS ON A SITE – IS OWNERSHIP CLEAR?
11. DOES IT NEED PLANNING PERMISSION?
12. IS THE SITE ACCESSIBLE TO EVERYONE?
13. WILL THE PROJECT BE ENJOYABLE?
14. WHO IS GOING TO DO THE WORK?
15. WHO IS GOING TO BE RESPONSIBLE; NOW AND IN THE FUTURE?
16. LONG TERM MAINTENANCE/MANAGEMENT?
17. DOES IT NEED EQUIPMENT?
18. DOES IT NEED A RISK ASSESSMENT? INSURANCE?
19. IS IT SUSTAINABLE?
20. WILL IT NEED PUBLICITY?
21. CAN IT BE FUNDED?

B. DEFINING NEED

There are many different ways to prove that what you are planning is in response to a real, rather than supposed, need. These include:

• Surveys – questionnaires, interviews etc
• Discussions - informal
• Focus groups – formal with representatives from various sectors
• Planning for Real – mapping an area and inviting comments
• Review existing research

Issues to bear in mind:
• Data must be valid with good sampling methods based on a fair representation of the target community.
• If possible, involve academics to assist and to validate research.
• A combination of methods can be best – though this could be time-consuming.
• Consider a pilot to test out different methods or survey questions.
• Once a situation and needs are established the results can be used as a baseline to measure the success of a subsequent project.
• The resulting report should be well presented – verbally and on paper. It can be useful to deliver the report to representatives of organisations that could help a subsequent project.
• A good and well presented research project is the best way of convincing funders or supporters that a proposed project has a real need.
C. PROJECT PLAN HEADINGS

1. TITLE OF PROJECT, NAME OF APPLICANT/LEAD ORGANISATION, CONTACT DETAILS (can be separate cover sheet)
2. SUMMARY (very briefly - where, why, what, how issues are to be addressed)
3. BACKGROUND (historical background, social, economic and environmental issues,
4. STAKEHOLDERS AND CONSULTATION (how has need been identified, who are the beneficiaries and partners and how they have been and will be involved, how project fits with local/funders/strategic needs)
5. APPLICANT/LEAD ORGANISATION (structure, management, history, experience)
6. AIM (simple statement)
7. LONG TERM OUTCOMES (broad changes expected to take place)
8. OBJECTIVES/TARGETS (short term in relation to project period, need to be Specific, Measurable/Monitorable, Achievable, Relevant and Sustainable)
9. ACTIVITIES (summary relating to timetable included)
10. BARRIERS, RISKS AND ASSUMPTIONS (external factors that might affect the project and the conditions that need to exist for its success)
11. PARTNERSHIPS (other organisations directly involved in providing advice and support)
12. EXIT STRATEGY (long term sustainability after project end)
13. ADMINISTRATION/MANAGEMENT (who will do what and the chain of command – new staff?)
14. MONITORING and EVALUATION (internal monitoring process, external evaluation? Impact assessment? Indicators? Baseline measurements?)
15. TIMETABLE (including deadlines – could be a Logframe with headings – goals, purpose, outputs, activities)
16. BUDGET (Costs and income including in-kind contributions)

D. FUNDING APPLICATIONS

1. RESEARCH POTENTIAL FUNDERS – Ask others in the same line of business
2. CONTACT FUNDERS IF NECESSARY BY PHONE – Ask about criteria, funding limits etc. Establish a dialogue so that they remember you
3. READ APPLICATION GUIDELINES VERY CAREFULLY – check issues such as eligibility and deadlines
4. CONSULT CONSTANTLY WITH COMMITTEE MEMBERS OR COLLEAGUES
5. RESEARCH AND QUOTE EXACT COSTS WHERE POSSIBLE – e.g. travel
6. THE LESS FUNDERS PER PROJECT THE BETTER – less reporting, accounting and paperwork
7. FUNDERS OFTEN LIKE TO PAY FOR PARTICULAR BUDGET LINES or stages of a programme e.g. beneficiary training
8. KEEP MANAGEMENT COSTS DOWN – funders prefer to pay for delivery
9. ACCOUNT FOR VOLUNTARY INPUT IF APPROPRIATE e.g. staff time donated or office costs
10. MANY FUNDERS WILL PAY FOR NECESSARY ORGANISATIONAL OVERHEADS - often stating an allowed percentage
11. COMPLETE FORMS CLEARLY AND WITHIN ANY STATED WORD LIMITS
12. GET SOMEONE ELSE TO CHECK APPLICATION – including figures
13. INCLUDE OTHER SUPPORTING MATERIAL – photos, videos, newspaper cuttings, annual report and accounts, supporting letters etc (not too much and within any guidelines) etc
14. KEEP COPY OF APPLICATION AND BE READY TO ANSWER QUERIES – some funders (Lottery included) do phone interviews

E. SAMPLE BUDGET

Health and Micro Enterprise Project 6 months

*ITEM*		*COST*
CAPITAL		Rs	£
Aids for health education	20 manuals – printing & binding @ Rs200	4 ,000	53
Aids for micro enterprise training	20 manuals – printing & binding @ Rs200	4,000	53
Total capital costs		8,000	300
REVENUE
Project Manager salary	48 days @ Rs750 p.d.	36,000	480
Health Trainers salary	20 days @ Rs500 p.d.	10,000	133
Micro Enterprise Trainers salary	20 days @ Rs500 p.d.	10,000	133
Project Administrator/Accountant salary	20 days @ Rs500 p.d.	10,000	133
Project Administration	Stationery, printing, tel etc	10,000	133
Rent of training rooms	40 days @ Rs200 p.d.	8,000	107
Travel by trainers	Train & bus fares	2,000	27
Monitoring & evaluation	10 days @ Rs500 p.d.	5,000	67
NGO management and supervision costs	20 days @ Rs500p.d.	10,000	133
Total revenue costs		101,000	1346
Total costs (Capital + Revenue)		109,000	1,646

Oz Osborne
Sustainable Living Dec 08