Chapter 19 - Preparing Proposals

Objectives and Outcomes

• Identify types of proposals
• Locate requests for proposals (RFPs)
• Identify the appropriate means of persuasion for the proposal's audience
• Understand the different necessary parts of each type of proposal
• Prepare, organize and write a proposal

Proposals can begin by a company issuing a Request For Proposal (RFP). For example, The Kellogg Foundation is willing to fund plans for research into new sustainable and ecofriendly food systems. Different ecofriendly focus groups might prepare proposals as to why they should be the group to receive the funds. The readers of the proposals expect there to be certain kinds of information in the proposal. This information is:

• Situation. Provide a definition of the problem or opportunity, including information that situates it in the organization.
• Plan. Present a plan for resolving the problem or addressing the opportunity.
• Benefits. Explain probable benefits that will result from adopting the plan.
• Approach. Outline methods for implementing the plan, including management plans, schedule, and costs.
• Evaluation. Identify an evaluation strategy for determining whether the proposed plan works.
• Qualifications. Establish your qualifications for submitting the proposal and implementing the plan.

Characterizing Proposals
A proposal is a form of persuasive writing meant to convince an audience that a proposed plan responds to a problem while being workable, manageable, logically organized and cost efficient. Proposals can have one of the following purposes:

• Solve a problem
• Investigate a subject
• Sell a product of service

Types of Proposals
A solicited proposal is written in response to an RFP. The RFP contains specific information that a successful proposal will contain. These are usually external documents, sent to people outside of the company. If a product or service is needed, these can also be referred to as an invitation to bid, a bid request, a purchase request, an invitation for proposal or a request for quotation.
Sometimes a problem occurs and an RFP is not issued. In these cases, the person that identified the problem has the skill or experience to solve the problem and in turn, writes an unsolicited proposal.
RFPs are not always sent to every organization or company that might want to respond. It is a good idea to keep on the lookout for RFPs in your particular field. (For a list of RFP sources and some examples of RFPs, consult pages 681-683 in your text.)
Using Persuasion in Proposals
Traditionally, persuasion has been identified with appeals to emotion and because of this people feel it is inappropriate for technical communication. However, persuasion doesn't mean manipulation, it means using credible, logical arguments to convince the reader that the writer's views are correct. Technical writers have a responsibility to produce proposals that are ethical, logical, and credible.
Audience Concerns
Your audience must have an idea of what the problem is before they can agree to what you propose. You should identify what the problem is along with your proposed solution in your proposal. Before you can do this, you must do a careful audience analysis to see how it is they perceive the problem so you can put it in the 'right light' so they say. One of the single most important aspects of preparing a proposal is this:
"Establish that the problem or opportunity exists and then clearly show how your plan addresses it."
If you plan proposes a lot of changes or is radical in nature, people will likely dismiss it out of hand, unless you provide reasons as to how your plan will benefit the readers, the problem and the company.
Persuaders' Credibility
After you've established the problem, you must develop your credibility. Why should they pick your proposal over someone else's? Credibility can often be the sole deciding factor. There is a direct relationship between how radical your solution is to your credibility. The crazier your proposal, the more credibility you need to be seriously considered. In fact, gaining the credibility of someone with higher credibility can help you get the contract from your proposal.
Note: This is a political issue, but you should be aware that it can greatly affect your chances of winning.
Logic of Message
After you've addressed the audience's concerns and shown your credibility, you need to make sure your proposal is logical. You must be able to build a sound case, with valid, reliable evidence. After that, prepare yourself to counter any possible opposing views. You can accomplish both of these objectives by reasoning either inductively or deductively.
Induction is reasoning from the specific to the general. You can learn about an entire group of people by studying a few specific representative examples, then applying what you learned to the whole.
Deduction is reasoning from the general to the specific. Deduction is usually applied in a three-part statement:

• Major premise - general statement about an entire group
• Minor premise - statement about an individual within the group
• Logical conclusion - conclusion about the individual

An example of deduction is this:

• In an accident, smaller SUVs are safer than larger SUVs. (major premise: all A are B)
• The Toyota RAV is a small SUV. (minor premise: C is an example of A)
• In an accident, the Toyota RAV will be safer than a larger SUV. (logical conclusion: therefore, all C are B)

Be careful to avoid false deductions, like (All redheads are pale, Marcia has pale skin, therefore Marcia is a redhead.)
Your response to audience needs, awareness of your credibility and building logical arguments will go a long ways towards helping you win the case.
Writing an RFP
If your RFP is poorly planned or written, you will receive the same type of proposals in return. A well written, thought out RFP will generally produce the same type of proposals in return. The following seven points need to be considered when writing an RFP. These steps do not need to be considered linearly.

1. Identify the Problem or Opportunity - Why is it important, who cares about it?
2. Provide Background Information - Include information about your organization as well as information about the specific problem or opportunity.
3. Define the Desired Outcome - What do you want to happen? How will the outcome affect other things in the organization?
4. Specify the Product or Service You Need - Convey what it is you want or need, but leave room for creativity and realize that your perspective will change the further into the outcome you get and you may need to change some things.
5. Require Detailed Information about the Organization and Personnel - Look into the the experience of people working for the proposal company, their available equipment and work history.
6. Provide Process Information - Give essential details about the entire proposal process, such as: Dates, project details to be considered, proposal submitted for consideration, and the criteria you will be using to evaluate the proposals.
7. Establish Criteria for Selection - There is a fantastic chart that shows this much better than I can explain in words on the top of page 691. Check it out.

Preparing Proposals

To prepare a good proposal it is easier if you know why so many are turned out or rejected. Dr. Allen, Chief of the Division of Research grants at the National Institutes of Health (NIH) compiled a list of reasons why over 600 of proposals to the NIH were rejected. These reasons can easily be adapted to other kinds of proposals.

~ Lack of new or original ideas
~ Diffuse, Superficial, or unfocused research plan
~ Lack of knowledge of published relevant work
~ Lack of experience in the essential methodology
~ Uncertainty concerning the future direction
~ Questionable reasoning in the experimental approach
~ Absence of an acceptable scientific rationale
~ Unrealistically large amount of work
~ Insufficient experimental detail
~ Uncritical approach

Planning

Preparing proposals will generally go more smoothly in you plan the project ahead of time. The following guidelines will help.

~ Be aware of deadlines. Submit proposals early if possible. They will not be accepted if they are late.

~ Establish an achievable schedule for completing the proposal.

~ Know the review and evaluation procedure that will be used to assess the document.

~ Analyze the background knowledge and experience of the intended readers/decision makers

once you have the schedule established you need to plan a detailed review of whats expected by studying the RFP carefully. the fallowing guidelines should help the planning.

~ Read and reread the RFP. Characterize the organization (read the mission statement) and analyze the situation.

~ Identify and substantiate the problems or opportunities you are addressing. Include the hot buttons associated with those problems or opportunities.

~ If at all possible, meet with the key people involved to discuss the problem or opportunity.

~ Propose a plan that responds to the problems or addresses the opportunities.

~ Organize the plan in an outline or a flowchart to help you create schedules and budgets.

~ Know the evaluation criteria that will be used to determine acceptance or rejection.

~ Analyze probable competition.

~ Consult with coleagues to receive feed back about the plan.

~ Create a manageable budget for implementing the proposal.

Drafting

When you are ready to begin drafting your proposal you need to turn again to the RFP. These fallowing guidelines may help during your drafting.

~ If an RFP exists, follow it exactly. If no recommended format exists, use the generic one presented in this chapter. If you use the language of the RFP, you demonsrate to the audience that you understand the situation.

~ Establish a clear link between the problem or opportunity you have identified and substantiated and the plan that you are proposing to solve the problem or respond to the opportunity.

~ Provide information about thte implementation of your plan: who, when, how, where, how much,

~ Anticipate and address potential objections.

~ Support your generalizations with specific details and examples. Cite your sources. Use visuals and tables to support or make points when possible.

~ Use a you-attitude when possible and appropriate.

many RFP's use a specific format however others do not. If there is not a structure recommended inquire if one is typically used in the particular business or organization. If no standard exists use the generic structure...

Budgeting

budgets are usually a rather important part of proposals. The budget shows planned expenses and perhaps income, shown in a list or spreadsheet. Typical budgets usually include items such as direct costs, equipment travel, office supplies, and postage. While putting a budget together you need to identify what indirect costs could arise. These overhead expenses can include a percentage of of the expense of operating costs of the facilities, using the service of staff and using specialized equipment.

Most proposals also require a budget narrative, which helps explain each individual item within your budget, linking each one to the implementation and evaluation of your plan. Unless the RFP specifies a specific format for your budget narrative you can use one of these three ways:

1) Add a column to the budget summary or spreadsheet called "Budget Narrative" and provide an explanatory sentence for each line item.

2) Add a footnote reference to each line item and list the explanatory sentences in footnotes directly following the budget itself.

3)Provide a separate subsection in which you explain the rationale for each category (and line items as necessary) in short, coherent paragraphs.

Evaluating