General Tips on Proposal writing

TITLE. Select a concise, relevant title for your proposal, one that contains key words
under which it can be filed.

TIME. Give yourself enough time to get the necessary signatures required for final
submission of the proposal.

FORMAT. Follow the exact format specified by the funding agent.

COPY. The final copy should be neat, legible and carefully proofread.

FLOW. The proposal should flow from one section to the next and ideas should flow in
sequence.

ACRONYMS. Avoid terms or acronyms that someone unfamiliar with your agency
might not understand.

LANGUAGE. Keep language simple and direct.

CHARTS. Make use of tables and diagrams if they help to explain your points, but do
not be excessive with them.

APPENDICES. Use appendices rather than overcrowding the main text.

Project Summary

This summary, which should be kept to two pages, appears at the beginning of the
proposal, but should not be completed until you have completed the proposal.

This summary should:

 Identify your organization

 Describe the issue
 Describe the target group
 State the project goal and objectives
 Describe the strategies
 State the total costs of the project, listing the funds already committed and the
amount requested

Project Goals And Objectives

The project goals and objectives are general and specific statements of what you
intend to accomplish with the project. These statements should relate to the
objectives of the funding program.
A. List the goals of the work to be done.
Goals are broad, general statements of what you are trying to accomplish with the project.
Most projects have 2-3 goals.

To write your goals:

 refer back to the definition statement about the overall problem or issue with
which the project will deal
 ask yourself "given the way we have described this problem, and given what we
know about the obstacles etc., what are we trying to accomplish with the project?"
 write general goal statements to reflect those thoughts
 the goals statements should be general, each goal statement should be written
separately, and they should not contain strategies or solutions

B. List the objectives developed for each goal.

Objectives are specific, measurable statements of what you want to accomplish (achieve,
change, do) by a given point in time to reach the project goals. Most goal statements have
2-6 objectives.

To write your objectives:

 look at the goal statement

 list what you want to do (change, achieve) in order to meet each goal
 write the objectives to reflect what you want to achieve, but do not include how
you are going to do it (the how will be described when you develop your
strategies) Useful objectives are:
 specific rather than general (keep goals general, make your objectives specific)
 realistic rather than unrealistic (it's wise to think "small and possible" so the work
can get done rather than trying to do too much)
 focused on one thing at a time rather than including several points in one
objective. When several objectives are written into one, it is difficult to plan
strategies around that objective, and hard to know if you have achieved it.

A well stated objective should:

 tell WHO
 is going to do WHAT
 When
 how much
 how it will be measured

Project Strategies

Strategies are a series of activities carried out to meet the objectives. In this section,
you will need to describe the strategies that you plan to implement for your project.
The strategies should relate to the priorities set out by the funding program (e.g.. if
community involvement is a priority with the funding program, the strategies
should include that component).

A. Some steps to take in developing and choosing strategies are:

 List all the possible strategies that could be used to reach the objectives
(brainstorming).
 Review those strategies from several perspectives (see below--B. Exercises for
checking strategies).
 Make decisions about which strategies to use based on what you've fond out from
checking the strategies as well as what you know from your own experience and
intuition.
 The benefit in checking strategies lies in the way the process assists your group to
make informed decisions about which strategies to use and is then able to describe
and defend its choices to others.

B. Exercises for checking strategies: Checking out the positives and negatives.:

 write your strategy on one page,

o draw a line down the center of the page,
o on one side list everything you think could hinder you, or get in the way of
the work,
o check to see if any positives eliminate any negatives,
o discuss what this exercise tells you about doing the strategy.

Checking the strategy with useful evaluative words.

 is the strategy adequate (will it be enough)?

 is the strategy appropriate (are we the right people to be doing it)?
 will the strategy be effective (will it work)?
 is the strategy efficient (is it a wise choice for the resources that we have
available)?
 what will be the side effects of using this strategy?

Checking to see what resources are needed to do the strategy

 do a resource review
 see if you have the skills and resource available to carry out the strategy
 list the strategies against the following headings: people, time, money, space,
skill, equipment, knowledge
 ask which of these you need to complete the strategy, which you have, don't have
and where you think you can get them.

Project Evaluation
In this section, you will need to describe the evaluation process that you intend to
use throughout your project. a clearly outlined evaluation process can help to clarify
goals, define objectives and refine procedures during the initial development of the
proposal.

Evaluation serves a number of useful purposes (this is just a sample!):

 it makes the work of the project visible

 it helps to develop and maintain an understanding of the project's work
 it provides people with information to help make decisions about the project
 it identifies if and how the goals and objectives were met

Overall, the evaluation assists everyone in understanding what made the project
successful and why and what hindered the success and why.

A. Some specific questions to consider when developing the evaluation process:

 what do you want to know from the evaluation of this project and why (go back to
your stated goals and objectives to clarify what is supposed to be evaluated)
 what does "success" mean in terms of the objectives developed for this project
(think about success in the broad sense, not just numbers). Consider different
types of success - projects don't always achieve what they thought they could or
would, but useful things happen that are worth knowing.
 what are the evaluations goals and objectives (what is the evaluation trying to
accomplish and what are you going to do in your evaluation by specific times?)
 what evaluation tools should be used to collect information? (e.g.. the work of the
project - how people got things done, why decisions were made, how people
worked together--can be recorded with journals, files, meeting logs; the
achievements of the objectives can be reviewed or measured by talking to
participants/workers, using a questionnaire, interviews, evaluation forms)
 who is going to gather and look at the evaluation information--are you going to
hire someone from within or outside or use an internal committee?
 how are you going to change the project activities if needed (allow for regular
evaluation meetings throughout the work and build flexibility into the project)
 who is the evaluation for and who will use it?

Project Work Plan

In this section, you will need to provide a plan of what has to be done, how the work
will be organized and who will do it. This will require a calendar or chart that
provides a schedule of work outlining the project goals, objectives, strategies, and
evaluation plan.

A. The following steps will provide you with information to use in developing the
work plan, times and budget:
  List the project objectives and chosen strategies.
 List the tasks you need to do for those objectives and strategies to be met.
 Put the tasks in the order that they should occur.
 Estimate times and dates to create a schedule.
 Estimate the resources needed for your activities (including time, money, skill,
people, equipment, facilities, information etc.).
 Assign responsibility to people for various activities.

Project Resources And Budget

In this section, you will need to describe all the resources that you require to
complete the project. The budget, along with your work plan, can be the most
critical part of the proposal. The budget must bring into focus the rest of the
proposal.

The budget must be complete and every potential expense should be documented. This is
important as the founder may support certain elements of the budget and not others (e.g..
printing costs).

 If forms are provided with the application, use those.

 List how many resources you will need and how much the project will cost.
 Resources include money, people, and organizational needs.
 Include job descriptions and hiring plans for staff and outside consultants.
 List other funders to whom you are applying.
 If you have received funding from other sources, note the amount received from
whom.
 Indicate "in kind" support from groups (donations of goods and services such as
office equipment or secretarial help).
 If the project is to continue beyond the period of the funding request, indicate
your plans for obtaining further or future financial support.

Appendix

In this section, you may want to include: Letters of support, which should

 reflect a knowledge of the applicant's work and an appreciation of the project that
is being endorsed
 be written because the sender genuinely supports your group and its work. It
should not be just an obvious response to a request for such letters.
 if possible, be addressed to the funding agency rather than to "Sir or Madam" or
"To Whom It May Concern"
 include resumes of present and, if available, potential staff.
 include charts, diagrams, statistics and other material not incorporated into the
body of the proposal.
 a description of your organization, letters of incorporation, and most recent
financial statements.
Buzz Words

Budget: An itemized list of expenditures and income estimated in carrying out the
proposed project. It consists of direct and indirect costs, matching contributions (cost
sharing) as well as anticipated sources of revenue.

Core Funding: Funds that are available to support the ongoing administration of an
organization, as distinct from supporting specific types of program activity.

Cost Sharing: Investment in the project by the applicant or by the sources other than the
founder either through cash outlay or in-kind support (overhead, equipment, personnel
services).

Contract: A document, initiated by and reflecting the interests of the founder, in which
the needs, objectives, procedures, costs, and project period are clearly defined.

Demonstration Grant: Funds used to support an experimental project to determine the

feasibility of a particular program or the effectiveness of a certain procedure or
methodology.

Direct Costs: Expenses directly associated with carrying out the project. This could
include items such a salaries and benefits of staff specifically hired for the project, travel,
rental of equipment, supplies, telephone, postage, printing costs.

Indirect Costs: Costs incurred that are not readily identifiable as the direct expenditures
of funds for goods and services, but which are necessary to facilitate and maintain the
operations of the over-all organization so that the it may be able to carry out the proposed
project. These would include administration expenses, utilities, work done by existing
staff etc. They are often expressed as a percentage of either total direct costs and/or total
of salaries.

In-Kind-Contributions: Dollar value of non-cash contributions to a project, such as

volunteer time, equipment, supplies, rent.

Matching: Participation in the cost of a project on a dollar-for-dollar basis.

Seed Money: Funds made available for the initial development of a project usually in the
understanding that no funds or alternative funds will be required for its maintenance once
it is established.

Sustaining Grant: Funds made available for the ongoing operation of the organization
over a number of years.
TOPIC - You recently joined a company that doesn't prioritize active PR
engagements. However, as an experienced industry professional, you
understand the importance of PR, especially in times of crisis. You want to build
a persuasive case to present to the Marketing VP and GMs, advocating for a
robust PR engagement strategy that includes the hiring of an external agency.

Who am I ?
I am Chandra Vikas, the Senior Manager of Corporate Communications at
Sterling and Wilson Renewable Energy (SWRE).
Who are they?
I am writing to the GM and VP of marketing of Sterling and Wilson
Why am I writing?
I am writing to the GM and VP of the marketing department to prioritize the PR
activities. Due to the poor sales, we have -21.8% growth over the past five years.
We don’t prioritize active PR engagements. It is vital as the renewable energy
market is proliferating due to increasing concerns about climate change and
energy security.
I. The company is incurring losses (-21.8% growth over five years), indicating a
need to boost sales and revenue.
II. Increasing sales requires raising awareness and consideration among potential
customers in the renewable energy space.
III. Despite having a presence in 29 countries, the brand needs more visibility,
which can be improved through strategic PR initiatives.
IV. Building customer trust and credibility is crucial in this industry, and PR can
aid in positioning the company as a reliable and experienced provider.
V. Addressing the concerns of various stakeholders (investors, partners,
employees) during challenging times is essential, and PR can facilitate this.

Proposal: Implementing a Robust PR Strategy for Sterling and Wilson Renewable

Energy (SWRE)

1. Executive Summary

Over the past five years, Sterling and Wilson Renewable Energy (SWRE) has faced a
concerning decline, with a negative growth rate of -21.8% (Internal Company Data,
2024). This downward trend coincides with the company's lack of active public relations
(PR) efforts, which has hindered our ability to effectively reach and engage with potential
customers and stakeholders in the rapidly expanding renewable energy market (IRENA,
2023).
Prioritizing a proactive PR strategy through internal initiatives and an external agency
partnership is pivotal to regaining growth momentum. This approach will enable us to:

 Increased Brand Awareness and Positive Public Perception: Enhance brand

visibility within the target audience and develop a positive image of sustainability
and innovation (Fill & Parker, 2019).
 Enhanced Brand Image and Credibility: Elevate SWRE's brand reputation by
effectively communicating its expertise and commitment to the renewable energy
sector (Srivastava et al., 2015).
 Improved Media Coverage and Stakeholder Relationships: Secure positive
media placements and foster stronger relationships with key stakeholders through
targeted communication strategies (Mentzer & O'Shaughnessy, 2018).
 Financial Growth and Market Share Expansion: Ultimately, these efforts will
translate into increased brand recognition, trust, and sales, leading to significant
financial growth and market share expansion.

2. Current Situation

2.1 Internal Situation

 A concerning negative growth trend of -21.8% over the past five years (Internal
Company Data, 2024).
 A prioritized PR strategy is necessary to ensure communication with target
audiences.

2.2 Market Situation

 The renewable energy market is experiencing exponential growth fueled by global

concerns about climate change and energy security (IRENA, 2023). This presents
a significant opportunity for SWRE to capture market share.

3. Proposed Solution

3.1 Necessity for a Strong PR Strategy

 Improved financial performance

 Enhanced brand visibility (Srivastava et al., 2015).
 Increased trust with customers (Lernell & Hamilton, 2019).
 Effective stakeholder communication (Nishioka & Brigham, 2009).

3.2 Proposed PR Strategy Framework

 Internal PR:
o Market research
o Digital marketing strategy
 External PR Agency:
o Specialized expertise & cost-effectiveness
3.2.2 Partnering with an External PR Agency

While building internal PR capabilities is important, partnering with an external PR

agency offers valuable benefits:

 Specialized Expertise
 Cost-Effectiveness

3.3 Anticipated Benefits from an External PR Agency

SWRE can expect significant benefits from partnering with an external PR agency,
including:

 Increased Brand Awareness: Industry research by the Institute for Public

Relations (2023) suggests partnering with a PR agency can significantly increase
public awareness of a company. This proposal projects an anticipated increase in
brand awareness from 35% to 75% of potential customers within the target market
(based on a projected survey conducted after the first year of the campaign).
 Enhanced Brand Image: External PR agencies possess the expertise to leverage
strategic communication strategies to improve a company's brand image (Fill &
Parker, 2019). This proposal estimates a potential brand image improvement from
6.2/10 to 8.5/10 (based on a brand perception survey conducted before and after
the campaign's first year). This reflects a significant shift in public perception
towards SWRE as a leader in the renewable energy sector.
 Improved Media Coverage: PR agencies have established relationships with
media outlets and journalists. Partnering with an agency can help SWRE secure
positive media placements in relevant publications and industry journals, further
increasing brand visibility and credibility (Mentzer & O'Shaughnessy, 2018). An
anticipated 150% increase in internet traffic and data analytics is projected due to
improved media coverage, as measured by website analytics tools like Google
Analytics.

3.4 Collaboration Model with External PR Agency

 Close Teamwork: The in-house and external teams will establish a close
collaborative approach. This will involve regular communication meetings and
information sharing to ensure a unified message, consistent brand voice, and a
well-coordinated strategy across all PR activities.
 Project Phases with Clear Goals and Timelines: The project will be divided
into distinct phases with clear goals and timelines, facilitating efficient
implementation and evaluation (Project Management Institute, 2021):
o Short-Term (1 Month): During this phase, the teams will collaborate to
develop a comprehensive PR strategy based on SWRE's specific needs
and objectives. This will involve conducting a situation analysis,
identifying target audiences, and outlining key messaging.
 o Mid-Term (3 Months): The developed strategy will be implemented.
This may include media outreach, content creation (press releases, articles,
social media content), and participation in relevant industry events.
o Long-Term (6 Months): The effectiveness of the implemented strategy
will be evaluated through data analysis (website traffic, social media
engagement) and stakeholder feedback. Adjustments will be made as
needed to optimize the campaign's performance.
 Regular Follow-ups: Regular follow-up meetings will be held every two weeks
to ensure transparency, address any concerns the internal team raises, and discuss
progress towards achieving the set goals.

4. External PR Agencies

1. Wilkinson Butler
2. Antenna Group
3. Vox Solid communication
4. Highviz PR

5. Measurement and Evaluation

 Brand Awareness: Track surveys, social media sentiment analysis, and website
traffic (Institute for Public Relations, 2023).
 Media Coverage: Monitor media placements and website traffic (Mentzer &
O'Shaughnessy, 2018).
 Social Media Engagement: Track likes, shares, and comments (Keller & Kotler,
2022).
 Website Traffic: Analyze visitor behavior to understand campaign impact.
 Stakeholder Feedback: Conduct surveys to assess brand perception.

Regular reports will be generated to analyze these metrics and assess the overall
performance of the PR strategy. Based on the data and stakeholder feedback, adjustments
will be made to the strategy as needed to ensure continuous improvement and maximize
the impact of the PR campaign (Project Management Institute, 2021).

6. Conclusion

The renewable energy market presents a significant growth opportunity for SWRE.
However, a proactive and well-defined PR strategy is essential to capitalise on this
opportunity. Implementing a robust PR strategy, including partnering with a qualified
external PR agency, will enable SWRE to:

 Enhance brand visibility and establish itself as a leader in the renewable energy
sector.
 Build trust and credibility with potential customers and stakeholders.
 Secure positive media coverage and generate significant public interest.
 Ultimately, it will achieve sustainable financial growth and increase market share.
This proposal gives a clear plan for improving our public relations. By proactively
managing our public image, SWRE can reach its long-term goals and make a real
difference with our renewable energy solutions. A strong PR strategy will help us
contribute to a more sustainable future.

Appendix

The appendix can include additional supporting materials such as:

 Market research data on the renewable energy sector and target audience insights.
 Case studies of successful PR campaigns in the renewable energy industry.
 Sample press releases or social media content to showcase potential campaign
elements.

Citations

 Chaffey, D., & Ellis-Chadwick, F. (2023). Digital marketing & e-commerce

strategy (12th ed.). Pearson Education Limited.
 Fill, C., & Parker, D. (2019). Public relations: Theory and practice (12th ed.).
Routledge.
 Institute for Public Relations. (2023). Measuring the impact of public relations.
https://instituteforpr.org/ipr-measurement-commission/
 Internal Company Data. (2024).
 International Renewable Energy Agency - IRENA. (2023). https://www.irena.org/
 Institute for Public Relations. (2023). Measuring the impact of public relations.
https://instituteforpr.org/ipr-measurement-commission/
 Keller, K. L., & Kotler, P. (2022). Marketing management (16th ed.). Pearson
Education.
 Mentzer, J. T., & O'Shaughnessy, J. (2018). Public relations: Strategic
communication for a global society (7th ed.). Sage Publications.
 Project Management Institute. (2021). A guide to the project management body of
knowledge (PMBOK Guide) (Seventh Edition). Project Management Institute.