The evolution of projects can be trace from the early history of mankind when community-based volunteer initiative took centre stage in bringing meaningful changes in distinctive sectors of the society. Even though the modus operandi of projects has change with time, the fundamentals of project planning, management and execution remain the same. The Project Management Body of Knowledge (PMBOK) defines a project as “A temporary endeavor undertaken to create a unique product, service or result. The temporary nature of projects indicates a definite beginning and end. The end of a project is reached when the project objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the needs for the project no longer exist”. It is vital to have some key points in mind when conceiving a project of any kind that needs appraisal from donors or funding agencies.
When conceiving a project, the most important thing to have in mind is the kind of donor agencies or partners you intend to meet with your project. This is a strategic point that can keep you in line with donors or keep you away from the mainstream of donor’s desires. A project may have all the required facts and statistics that make it a standard project but if the choice of donors is miscalculated then such a project will never see the light of day. Information about funders or donors motivation to sponsor projects gives a good picture of who may be interested in your project. For example, a project designed to stop smoking in public places can never be sponsored by any tobacco company.
Funders and donors are interested in funding projects that takes short period of time and is expected to be sustainable with proof of efficient management on the part of the NGO. It is not how long a project takes that makes it worthy enough but how practical can the vision and goals be achieved. Donors are interested in promoting creative initiatives and projects that identify clear goals and objectives. The project should fit into your NGO and it should establish a clear relation between the local and global. For example, there is no relationship between a project on environmental protection that is proposed by a human right NGO. Funders like to see clear objectives and defined criteria. A project should elucidate how goals will be achieved and the expected time frame for all accomplishment.
Donors and funders are interested in those projects that are community oriented and will like to see magic policies from NGOs that can make the difference. The policy applied in any project should be quite convincing. A good project should carry diversified advantages. For example a project which identifies that “what is good for the environment is also good for economics, politics, culture and business amongst other domains”, will probably attract the attention of donors.
Donors will like to see how your project is different from other projects. When an NGO is proposing a project, it should note that there are thousands of NGOs making similar proposals around the world. So how different is your own project from others is quite important.
The kind of staff you present to a donor as your collaborators also matters. This goes a long way to determine how competent your NGO can handle high value projects. It is not how much staff you have but how flexible they are to accomplish any task given to them. The kind of training given to your staff and the team spirit that reigns amongst them is very important. Are you the kind of manager who will not allow his staff to use their own initiative?
Donors also take into consideration the kind of organization or partners your NGO has been dealing with. A serious NGO is supposed to identify itself with some renowned organizations if it has to stay in business. More credibility is given to projects when donors are able to figure out that your NGO has been in the development mainstream and networking with other partners.
When proposing any project to funders, make sure to put together a summary of all achievements or awards your NGO has made. Funders don’t deal with NGOs that are “hanging in the air” and waiting to grasp any opportunity that come their way.
Exaggerated budgets for projects and lack of well planned budget execution keeps funders away. In budgeting for a project, it is important for the budget to be broken down to the smallest level. All expenses should be identified from training, seminars, equipment and staff expenses. Resources such as time, people, money, equipment and facilities should be identified. In planning the budget for a project it is equally advisable for the NGO to identify its own quota of the budget that will be contributed. If the NGO has nothing to show funders as part of their own contribution for the project, it’s like asking someone to help you build a house when you have not started the foundation.
The outstanding facts of making a project successful are; well organized and planned approach, team project involvement, customer satisfaction, time management, resources and results.
Have great hopes and dare to go all out for them. Have great dreams and dare to live them. Have tremendous expectations and believe in them.
~ Norman Vincent Peale
Nfor Canicius Ndi
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