Sarah Neudorf March 29, 2021 Proposal
Similarly, if you encounter strong objections to the total cost, ask which parts of the proposal your audience thinks may be beyond its budget. Be prepared for some on-the-spot negotiations that will enable you to eliminate or make substitutions for items that are not deemed essential by your client or supervisor. Going into a proposal presentation without knowledge of alternatives is extremely disadvantageous for you and makes you appear unprepared.
More often than not, when you hand a group of people a printed proposal to follow as you make your presentation, someone is bound to turn immediately to the last page to check your cost estimate. Do not put it there. Because cost is only one element of any proposal-along with time, quality of work and materials, and benefits to be derived from the project-present it as such and put it into your plan where it most logically fits. If you choose to indicate individual item costs throughout the proposal, do not forget to include a recap page with complete tallies.
A proposal is nothing more than a tool that you use to get an assignment. It should not be a blueprint for doing the job. After all, you certainly do not want to give away everything you know in your proposal so that your potential client or supervisor can simply pick it up and hand it over to someone else to implement. There is often a fine line between telling what you plan to do and telling how you plan to do it. The most effective proposals march boldly up to that line...and stop.
In the first case, try to vary your presentation style somewhat from the initial meeting. Some of the previous group may be present, and if you run through your proposal the same way you did the first time, you may sound canned and flat. A fresh approach is much more likely to hold the interest of everyone in the room.
Depending on what you are proposing, the readers you want to target might be members of a grant committee, potential students, parents of students, teachers, school administrators, a loan committee, or a governmental organization. It is important to consider them carefully, and tailor your information to them. What do they want to know? What concerns might they have? Are there scheduling or budget restrictions? At the very least, this client-oriented section should have a Requirements page that summarizes what they have asked for, or what you believe they need. You may also want pages like Schedule, Deadlines, Limitations, Budget, Goals, Considerations, Special Needs, and so forth, to describe in detail your understanding of what the client needs. This is not yet the time to brag about your proposed program or your organization. Keep this section focused on information about what the client wants or needs.
Requests for proposals (RFP). Although your firm or department over the years may have developed a format for preparation of bids and proposals, it is sometimes necessary that you adapt your design. Requests for proposals (RFP) issued by large corporations or governmental agencies often require that each proposal conform to their very specific formats.
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