The purpose of a proposal is to persuade someone to do something, using a problem-solution format. A proposal is an offer or bid to do a certain project for a person or organization—you’re persuading that person to engage you to do the project. Note that persuasion is not “selling” or “coercion” in any way. Instead, persuasion is based on facts and logic. A proposal shows that you’ve thought through possible solutions before choosing the best one.
Proposals may contain sections on technical background, recommendations, results of surveys, information about feasibility, and so on. The data and analysis pieces of proposals are very similar to recommendation and feasibility reports, since you are trying to promote reader understanding of certain outcomes by persuading through logical analysis of data. However, proposals also deal with process in addition to outcomes. They differ from recommendation and feasibility reports in two key ways:
For example, if you have an idea for installing new technology that will benefit employees and you research the merits of the project, you could write your analysis and submit it to your supervisor as a recommendation report. Or you could turn that analysis into a proposal if you request that you supervise the project and add information about deliverables, timelines, your expertise and that of others who need to be involved, and perhaps how you will evaluate and report on the benefits. You’d need to include information about both outcomes and process to create a proposal, as that type of information helps your proposal’s audience decide whether to approve the project and have you do the work.
If you plan to be a consultant or run your own business, written proposals may be one of your most important tools for bringing in business. If you work for a government agency, nonprofit organization, or large corporation, a proposal can be a valuable tool for initiating projects that benefit both the organization and you, the employee-proposer.
Proposals may be any combination of the following types, e.g. unsolicited-internal-formal, or solicited-external-goods and services.
Sometimes you write a proposal in response to a public announcement called a request for proposal (RFP). Firms or individuals interested in the project would then write proposals in which they summarize their qualifications, describe schedules and costs, and discuss their approaches to the project. The requesting organization then reviews and evaluates the proposals they receive, and chooses the one that best meets their needs.
Other times you originate a proposal on your own, one that’s based on your own observation and not on a company’s request. For example, if you see a situation or problem at work that you have ideas about addressing, you may write a proposal to your immediate supervisor, who then may present that proposal to upper management to review.
A proposal to someone within your organization is an internal proposal. With internal proposals, you might omit certain sections (such as qualifications) or you may not need to include as much information in them. An external proposal is one written from a separate, independent organization or individual to another such entity. The typical example is an independent consultant proposing to do a project for another firm.
A research proposal is one in which the recipient requests permission or funding (and sometimes both) to study something and write a report about the findings. A goods-and-services proposal is a classic business proposal, in which one party offers to sell a product or service to another party.
An informal proposal may be in the form of a memo or letter. Informal proposals are usually internal to an organization, but may be external, especially if you have previously done business with the recipient. A formal proposal is a full technical report, with a letter of transmittal, executive summary, table of contents, headings and subheadings, graphics, etc.
While similar to recommendation and feasibility reports in the need to identify a problem, analyze possible solutions, and recommend an action based on that analysis, proposals contain additional sections about costs, timing of the proposed action, methodology, deliverable results, participants, and qualifications.
If you are writing a proposal in response to an RFP, always follow the RFP’s content and organization requirements exactly. Failure to do so may result in your proposal automatically being disqualified from the pool of proposals being considered, before it’s even read.
If you are creating an unsolicited proposal, then include the following items. You may order some of the proposal sections differently depending on your audience. For example, if you are proposing something very costly to the organization, you may want to detail benefits well before costs. Or if you need to explain who you are to a new organization, you might move the section on your (and/or your team’s) qualifications earlier in the proposal, to establish credibility and keep your audience reading. As with all technical documents, audience analysis is key to both content and organization of that content.
Use the introduction to briefly set the context for the proposed action, provide an overview of the proposal’s contents, and engage your reader with some interesting information, if possible. You’re working to get hired, or to get approval to do something—encourage your reader to continue reading.
Background provides information that sets the context for the problem. For example, if you’re proposing that your company provide training to daycare workers, background might consist of discussing new state licensing requirements and the state’s timeline for phasing them in. Or if you’re proposing a new electronic form to apply for internal transfers, background might consist of the number of internal transfers that have occurred in the past five years and the different processes that different departments have used to document those requests. Background will enable a reader to get a fuller understanding of the problem.
The statement of problem section is the key piece toward the start of a proposal, as the rest of the proposal is devoted to discussing aspects of the problem and how it can be solved. Make sure to present the problem in a calm, straightforward manner. Avoid negative language or tone, since you want your reader to understand that, while this is a problem, it can still be addressed. It’s important to explain the problem from the readers’ point of view. Otherwise, they may think that it doesn’t affect them and become disinterested.
Background and statement of problem sections may be separate or combined. It simply depends on the particular situation. For example, you might use a combined background and problem statement if you’re proposing that you function as a project manager when the organization switches to a new software program. Background might consist of problematic examples from the past when software was updated without a training or implementation plan. You might briefly discuss the lengthy implementation time, the impact on the IT help desk, and the issue of having to reproduce lost records. Decide whether to separate or combine background and problem statement sections, based on the situation and what you anticipate will be most useful to your audience.
You may opt to include objectives at the end of a problem statement, as a short, separate section, or within the proposed solution section. Objectives state the goals of the solution, and can help connect the problem and solution. If you use objectives, offer them briefly, perhaps in a list. Each objective should explain how the action of the solution solves the problem.
Many proposals offer a possible solutions section, which serves two purposes. It shows your readers that you have thought comprehensively about other possibilities and have done due diligence in researching potential solutions to the problem. It also allows you to compare those other possibilities with your own proposed solution, and briefly offer reasons for rejecting those other solutions (e.g., too costly, too time-consuming, etc.).
In the proposed solution section, detail exactly what you are proposing. Try to anticipate questions that your audience might have about the proposed action, and answer with specific information. In addition to explaining your proposed action fully, discuss the benefits and feasibility of the solution you’re proposing. Is it easy to implement? Cost effective? Will it save employee time on task? Will it make record-keeping more standard and/or secure? This section acts as a logical argument. Make your case clearly, precisely, and fully, so that your reader understands the deliverables (the finished product or results) that you’re proposing, how they solve the problem directly, why they’re the best way of solving the problem, and how they benefit the organization.
In some proposals, you’ll need to explain how you’ll go about doing the proposed work. This section acts as an additional persuasive element; it shows the audience you have a sound, well-thought-out approach to the project. The methodology section also provides a chance to offer information about any technology you plan to use in the proposed project, if that information is appropriate for your audience. The methodology section gives you a chance to build audience confidence in you and your project. Methodology may be its own section or, as appropriate, may be combined with timeline.
The timeline or schedule lists key deliverables and milestones for the project. Especially if you’re proposing a large project spread out over many months, a timeline is critical to show that you will be making steady progress on the project. Even for smaller projects, a timeline proves that the project is feasible. Doing a timeline also benefits you, as it forces you to break the project into sections and figure out the timing of each. If it’s not possible to cite specific dates on the timeline, then cite amounts of time for each phase of the project (e.g., one months, two months), and include specific dates for your progress reports.
Most proposals need to detail the costs of the project. Costs may include your hourly rate and projected hours, equipment and supplies, and others’ time and assistance. In most cases, you need to break down the items and their costs and present them in a table or list so that your audience understands the fee. Do not just present the total cost without detailed explanation. Especially if the costs are high, you may also explain briefly how the benefit exceeds the cost, or you may project future savings that may occur once your project is implemented.
Note that, like background and problem statement, the costs and resources may be separate or combined. Do whatever makes sense in the particular proposal.
Most proposals contain a summary of the proposing individual’s or organization’s qualifications to do the proposed work. It’s like a mini-résumé contained in the proposal. The proposal audience uses it to decide whether you are suited for the project. Therefore, this section lists work experience, similar projects, references, training, and education that verify your ability to complete the project.
The final major section of the proposal should do two things:
Summarize the project’s benefits at the start of the conclusion, reviewing briefly how it will solve the problem. Then offer to provide more information as needed, and state that you’re looking forward to discussing the project—end on a positive note to encourage further discussion.
Back matter may consist of an appendix, glossary, index, or reference list, depending on the particular proposal.
Review Collier County 2018 Hardbottom Biological Monitoring for an example of a technical, commercial proposal
