How to write a winning bid

Introduction to proposal writing using the PCM and Logical Framework approach

Writing a wining bid

The various processes in writing a winning bid;

The bidding process management structures and tools;

The prototype structure of a bid;

“Best practices” in proposal writing;

Development of a logframe for a bid.

Developing resource and financial schedules

Concept note for the EU Bangladesh SME Competitiveness Grant Scheme

Writing a winning bid

Proposal writing is part science and in part an art.

There are some people, treasured by their organisations, highly skilled in this work and making a niche consultancy career from proposal writing.

This is particularly true of persons writing proposals to IPA, ERDF and ESF Funds, where experienced writers know and understand both what is required by the potential client, and how to present it in a “winning” fashion.

Writing a winning bid

It is important to remember that the NGO earns no money from the writing of proposals.

It is an investment in the expectation that a number of such proposals will be accepted, and that the profits from the successful ones will recover the cost of the unsuccessful ones.

What is the ratio between losing and winning?

Writing a winning bid

This means that;

We must select from the available proposal opportunities those that offer the best prospects of success.

That the amount of time spent interviewing, researching and writing up a proposal is proportionate to the potential value of the project.

Give an indication of how long it takes to write a proposal

Writing a winning bid

As a guideline target cost of such interviews, plus the cost of writing up the proposal, should be between 5% and 10% of the expected value of the project.

A project yielding 100 consultancy days might be expected to take 5 to 7 consultant days, one with only 30 days might be expected to take 2 to 3 days.

As we become more expert and build up a database of approaches, these time periods will shorten.

Writing a winning bid

Proposals come in many forms and are directed at many potential clients.

In some, for example IPA, ERDF & ESF the potential client will be quite specific concerning the format, structure and content of the proposal, which they wish to receive.

They will spell out in the Terms of Reference, both the objectives and the outputs. Adherence to the specified format is a necessity for consideration of the proposal.

Instructions to tenderersDraft Contract Agreement and Special Conditions with annexes:General Conditions for service contracts Terms of ReferenceOrganisation and Methodology (To be submitted by the tendereraccording to the template provided)Key experts (including templates for the summary list of key experts andtheir CVs)Budget (To be submitted by the tenderer as the Financial offer using thetemplate provided)Forms and other relevant documentsOther information:Shortlist noticeAdministrative compliance gridEvaluation gridTender submission form

Writing a winning bid

Instructions to tenderers

Rationale

Any comments on the ToR of importance for the successful execution ofactivities, in particular its objectives and expected results, thusdemonstrating the degree of understanding of the contract. Anycomments contradicting the ToR or falling outside their scope will notform part of the final contract

An opinion on the key issues related to the achievement of the contractobjectives and expected results.

An explanation of the risks and assumptions affecting the execution ofthe contract.

Instructions to tenderers

Strategy

•An outline of the approach proposed for contract implementation•A list of the proposed activities considered to be necessary to achieve the contract objectives•The related inputs and outputs•In the case of a tender being submitted by a consortium, a description of the input from each of the consortium members and the distribution and interaction of tasks and responsibilities between them•A description of the support facilities (back-stopping) that the team of experts will have from the contractor during the execution of the contract•A description of sub-contracting arrangements foreseen, if any and within the limit indicated in clause 3 of the Instructions to tenderers, with a clear indication of the tasks that will be entrusted to a sub-contractor and a statement by the tenderer guaranteeing the eligibility of any sub-contractor

Instructions to tenderers

Timetable of activities

The timing, sequence and duration of the proposed activities, taking into account mobilisation time

The identification and timing of major milestones in execution of the contract, including an indication of how the achievement of these would be reflected in any reports, particularly those stipulated in the Terms of Reference

The expected number of working days required from each category of expert each month during the period of execution of the contract (using the Excel spreadsheet linked to the Budget breakdown)

Instructions to tenderers

Logframe

A Logical framework reflecting the considerations described

See the Project Cycle Management Manual available from the PCM Home page:

http://europa.eu.int/comm/europeaid/evaluation/methods/pcm.htm )

Writing a winning bid

In this situation, there is still the opportunity for theproposal writer to interpret the Terms of Reference, and toprovide creative, innovative, proposals as to how thesemight be achieved.

These types of proposals are generally for the experienced writer.

They are also extremely costly to produce and often runto several hundred pages.

Writing a winning bid

In this situation we are faced with balancing threeseparate issues. These are;

1. What the client really needs

2. What the client will accept

3. What we are capable of delivering

Writing a winning bid

“What the client really needs” may too lengthy, too costly,too diverse, too fundamental, too anti the culture, to beproposed.

“What the client will accept” must at all times be capable ofmaking a significant contribution.

“What we are capable of delivering” depends on thecompetencies of the organisation and of the consultants involved, the scope of the project, the resources available,the allowable man-days of input.

Golden Rules

Rule Number One;

“No matter how badly we need the project, we should

not promise what we cannot deliver at a professional

standard, or what is not relevant to the needs of the

client.”

Golden Rules

Rule Number Two;

“Ensure you proposal is compliant, no matter how innovativeyou may be if you do not comply with the biddinginstructions your bid will not even be read.”

Review Administrative Compliance Grid

Golden Rules

Rule Number Three;

“Focus on the most important aspects of a

proposal.”

Review Evaluation Grid

Writing a Winning Bid

• Sometimes the client will focus on the symptom, not on the problem. We should try to refocus him on the problems.

• Where we believe that we can make a significant contribution to the project, we may need to formulate the terms of reference so that they include both their and our perceptions.

• This modification is an element of the EU and World Bank approach where the contractor may proposes modifications to the TOR during the initial inception period.

Writing a Winning Bid

There should be a “house style” for bid writing.

We do not mean that all proposals are the same but that allproposals are written to a clearly defined and professional styleand standard.

This professional “house style” should be used by all but withchanges in content and emphasis required to meet the client’sneeds and to sell our proposal.

Irrespective of content and emphasis, it should always followcertain simple rules.

There is no specific template for the Concept Note but the applicant

has to ensure that the text of its concept note:

• does not exceed 5 full pages (A4 size) of Arial 10 characters with 2 cm margins;

• responds, in the same sequence, to the headings listed. It is expected that the size of each section will reflect the relative importance of each heading (ref max scores in the evaluation grid and in the Guidelines).

• Is drafted as clearly as possible to facilitate its assessment.

Writing a Winning Bid

Writing a Winning Bid

• Always be a bound document• Always on white A4• With a coloured front sheet with the bidders name and logo• And the potential clients name, address• Clearly labelled Proposed Assignment• Protected by transparent plastic cover• Use the same page layout• Use the same font size• Use the same approach to highlighting, bullet-points etc• Have the same sequence• Have provision for annexes• Have quality dividing sheet for annexes

Writing a Winning Bid

• Be checked by someone other than the writer for spelling, grammar, matching of “house style” and quality.

• Be checked against the Compliance Grid to ensure nothing has been overlooked.

• Be checked and approved by the Director prior to issue.

Writing a winning bid

The Logical Framework Approach

A

Project Design and Analysis Tool.

Writing a winning bid

Programme

Evaluation Identification

Implementation Formulation

Financing

Writing a winning bid

The Logical Framework Approach is the main tool for projectdesign during the Identification and Formulation phase.

Using the LFA during Identification helps to ensure ideas arerelevant.

Using the LFA during Formulation helps to ensure feasibilityand sustainability.

Writing a wining bid

The approach is split into two phases;

Analysis Phase - existing situation analysed to develop a“Vision” for the future desired situation and to select thestrategies that need to be applied to achieve it.

Planning Phase - during which the project idea will bedeveloped in operational detail.

Logframe Approach

Analysis Phase Planning Phase

Problem analysis

Analysis of objectives

Strategy analysis

Logframe

Activity schedule

Resource schedule

Analysis Phase Planning Phase

Problem analysis identifying stakeholders, their key problems, constraints and opportunities, determining cause and effect relationships.

Analysis of objectives developing objectives from the identified problems, identifying means to end relationships.

Strategy analysis identifying the different strategies to achieve objectives, determining the overall objectives and project purpose.

Logframe – defining the project structure, testing its internal logic and formulating objectives in measurable terms.

Activity Schedule determining the sequence and dependency of activities, estimated duration, setting milestones and assigning responsibility.

Resource Schedule from the activity schedule developing input schedules and a budget.

Comprehensive analysis for sound design

Analysis Phase – Projects are designed to address the problemsfaced by beneficiaries.

A properly planned project addressing the real needs of thebeneficiaries cannot be achieved without an analysis of theexisting situation.

The problem is different stakeholders may have a differentperception of the problem. It is important to bring together allstakeholders at the analysis phase.

Comprehensive analysis for sound design

There are three stages to the Analysis Phase –

• Problem Analysis

• Analysis of the Objectives

• Strategy Analysis

Problem Analysis

Problem analysis identifies the negative aspects of an existingsituation and established “cause and effect” relationshipsbetween the problems that exist. It involves three steps:

Identification of stakeholders affected by the proposed project.

Identification of the major problems faced by beneficiaries.

Development of a problem tree to establish cause and effect.

Identifying the real needs of beneficiaries

Stakeholder analysis provides a useful starting point for problemanalysis. It involves identification of all stakeholder groupsaffected either positively or negatively by the project.

Using information gained project planners are better able toorganise the preparation process and in particular to plan thenecessary research prior to planning workshops.

Involving the right stakeholders

Gender considerations. In all societies men and women differ intheir tasks, access and control over resources and inparticipation in decision making.

Gender discrimination is likely to diminish the efficiency andimpact of projects.

It is essential to analyse the impact on all groups men, women,youth, ethnic minorities or other social groups before decisionsare made on the intervention its objectives, strategies andresource allocation.

The planning workshop

Once sufficient information has been collected then a planningworkshop can be organised with stakeholders. Using techniqueslike brainstorming key problems can be identified.

The main technique used is to draw a problem tree. This is theproblems set out in a hierarchical order. Each problem issummarised and from this a starter problem is selected. Otherrelated problems are identified and then;

If a cause it goes below the levelIf an effect it goes above the levelIf neither it stays at the same level

The planning workshop

For example if the focal problem is “poor nutritional status of babiesand infants” a cause may be “poor availability of high protein foods”an effect may be, “high rates of infection among babies and infants”.

As the tree develops the remaining problems are attached.Once complete a focal problem is selected and has to be agreed by thestakeholders as being the central problem to be addressed.

Once complete the problem tree represents a comprehensivepicture of the existing negative situation.

Mothers unwillingto go to clinics

Low staff skillsInadequate

number of clinicsShortage of

drugs

High infant mortality rates

Commercial pressure for milk

supplement

Seasonality of high protein foods

Cause

Effect

Low attendance atrural clinics

Poor nutritional state of babies

Fewer babies vaccinated

Birth problems diagnosed late

Low standards of patient care

High rate of birth problems

High rates of infection in babies

High rates of infection in infants