****Self-Learning

Handbook****
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Sustainability Mechanisms for

Community Health
 Unit 1

CONCEPTS OF SUSTAINABILITY

Topics:

1.1. Definition of terms

1.2. Pillars (elements) of sustainability

1.3. Principles of sustainability

1.4. Importance of sustainability in community health

1.5. Sustainability strategies

1.6. Challenges in Sustainability

1.1. Definition of terms
“Everything that we need for our survival and well-being depends directly or indirectly
on resources’’
Sustainability creates and maintains the conditions under which humans and nature can
exist in fulfilling the social, economic and other requirements for present and future
generations.
Sustainability is defined as:
Ongoing delivery of community health services that are: 1) beyond external funding,
institutionalized in health and social systems with the aim of sustaining high
coverage of health services that contributes to: 1) reduction of new morbidity
infections, 2) and improved health.
The ability to maintain implementation of community health services to a certain
level.
Meeting our own needs without compromising the ability of future generations to
meet their own needs
Sustainable development is a principle of meeting human development goals while at the
same time maintaining the ability of community systems to provide resources and
services on which the economy and society lives depend on.

1.2. Pillars (elements) of sustainability

There are four distinct areas in sustainability: human, environmental, social, economic –
known as the four pillars (factors) of sustainability.
Human sustainability
Human sustainability aims to maintain and improve the human capital in society.
Investments in the health and education systems, access to services, nutrition,
knowledge and skills are all programs under the umbrella of human sustainability.
Environmental sustainability
Environment is our most basic requirement. Unpolluted air, clean water and fresh
food, all come from our environment, and also the energy and raw materials we
need. Environmental sustainability is important if we wish to continue having these
resources to meet our needs.
Social sustainability
Social sustainability aims to preserve social capital in the society. It focuses on
maintaining and improving social cohesion, reciprocity and honesty of the
 relationships amongst people. A socially sustainable society is one in which all
members have equal rights.
Economic sustainability
Economic sustainability is not only about sustained growth of profit margins.
Instead, it also takes into account the resources and consequences of economic
activities.
A good sustainability has the following characteristics:
Local ownership
Routinized service delivery o
Easily accessible and scalable
o Rooted in community social norms
o Holistic approach
o Resilient
o Compassionate
o Motivated
o Affordable cost

1.3. Principles of sustainability

Principles are guidelines that spell out the Do’s and Don’ts’ in our lives. The following
are the principles of sustainability:
Enhance living ability
Communities should provide shelters and facilities that reflect their socio-economic
needs. They should also provide access to local services such as transport, food,
health and conveniences.
Healthy, safe and secure communities
Should be promoted through partnerships and planning that support physical
activity, provide opportunities and raise awareness on healthy activities.
Create opportunities for economic prosperity
Providing opportunities for the community to access education and learning systems;
employment opportunities; production and procurement of local goods and services.

Foster environmental responsibility

Sustainable communities should respect the environmental systems that support
them. They should protect and restore the natural environmental values,
infrastructure, transport and buildings.
Embrace excellence
Communities should create opportunities to revitalize existing resources for
excellence
 Demonstrate leadership and strong governance
Creating sustainable communities is not possible without leadership and strong
governance. Leadership and governance should be transparent, accountable and
adaptable.
Prioritize individual client/patient as the center of care
The sustainability must be designed to meet the clinical and social needs of the
patients and clients being served.
Reflect community needs in every aspect
Community engagement of CHV programs is essential to ensure trust.
Follow evidence-based protocols to meet community needs
Programs should use evidence-based plans
Build systems to support service provided by CHVs
These include well-designed operational plans, management structures, and user-
friendly data systems.
Select and develop high-quality workforce
Hiring and training should focus on interpersonal skills. The CHVs should have
clear paths to career development and be compensated for their work.
Make CHVs an integral part of the full care team
The CHVs should participate in care planning and have strong communications with
clinical staff.
Align program operational and financial models
Financial, operations and programmatic systems must be designed to work
cohesively.
Be a strong partner to health systems
The ability to provide reliable, high-quality services in partnership is essential to
achieve sustainability.

1.4. Importance of sustainability in community health

The following are the importance of sustainability:
← Improves trust and engagement between staff, investors, customers and other
stakeholders
← Attracts and retains employees
← Builds credibility, relationships and enhances awareness
o Reinforce community relations
o Promotes innovations
 Conserves resource base
Ensures future for all
Optimizes resource usage
Improves societal impact
Ensures continuity of health care services
Better standards of healthcare - particularly as it pertains to water quality and
better sanitation
Sustainable economic growth while promoting jobs and stronger economies
The following should be sustained in community health
Planning - Planning is the function of management that involves setting objectives
and determining a course of action for achieving those objectives. It involves
deciding in advance what is to be done, when to do it, how to do it
← Implementation - Implementation is the realization of an application, or execution of
a plan, idea, model, design. It involves making things happen as planned
← Monitoring – Continuous observation/ data collection and checking the progress
or quality of activity over a period of time. It involves assessing how things are
done and how resources are used.
← Evaluation - the making of judgement about value of something. It involves
periodical assessment of whether objectives have been met
← Resource mobilization - Resource mobilization refers to all activities involved in
securing new / additional resources for your organization. It also involves making
better use of existing resources

1.5. Sustainability strategies

The following are strategies for sustainability:
o Integration
All-inclusive service delivery or management of health services so that community
members get the care they need, when they need it (access), in ways that are provider-
friendly and user-friendly, while achieving the desired goal.
o Community involvement
This is defined as the involvement of people in a community in projects to solve their
own problems. Community involvement is the power to bring positive change to both
the communities in which you operate and to your business
o Domestic financing
This is the process of engaging local people or community members to fund their
health activities
1.6. Challenges in Sustainability
The following are barriers/obstacles of sustainability:
o Voluntarism
o Lack of commitment
o Individual centered
o Lack of clarity of objectives
o Ineffective governance
o Poor leadership
o Lack of flexibility and responsiveness
o Inconsistency of purpose
o Lack of membership maintenance
o Lack of transparency
o Corruption and misappropriation of resources
o Dependence of external financing and support
 Unit 2

CONCEPTS OF NETWORKING

Topics:

2.1. Definition of terms

2.2. Pillars (elements) of networking

2.3. Principles of networking

2.4. Importance of networking in community health

2.5. Networking strategies

2.6. Steps of establishing a network

2.7. Challenges in networking

2.1. Definition of terms
A network
Refers to a group of agencies, organizations or individuals that agree to work
collaboratively or in partnership to achieve a common goal.
Networking
The action or process of interacting with others to exchange information and
develop professional or social contacts
← This is the exchange of information and ideas among people with a common
interest, usually in an informal social setting
← Can also be defined as the exchange of information or services among
individuals, groups, or institutions
 Networking involves establishing and developing long-term relations of mutual
benefit with people you meet in different places.
Community networks
Community networks happen when people come together to build and maintain the
necessary infrastructure, teamwork and resources for achieving a common goal

2.2. Pillars (elements) of networking

The following are the pillars of networking:
o Organizational structure
A clear structure creates communication and is important to an efficient network
An effective structure is the foundational necessary to a network’s operational capacity
A successful community organization must have a clear structure so that all information
and necessary responses are coordinated
← Resources
Both financial and human capital are necessary resources
Resources facilitate information collection and necessary intervention
A well-resourced network is capable of having impact. An insufficiently resourced
network, no matter how well-organized, simply cannot have the impact it seeks
to achieve
← Information collection and dissemination
Relevant and accurate information that is properly channeled in a structured manner is
the key to effective information collection and dissemination
 Accurate information will allow a network to detect early warning signs and enable it to
decide on appropriate action to prevent further damage
Rapid assessment process
Timely and informed decision-making enables networks to grab opportunities
The most effective networks distinguish themselves by their ability to simultaneously
make rapid and well informed decisions
Access to influence
Access to influence is an essential tool to a network’s ability to effect real world impact
Access refers to a network’s ability to influence individuals or institutions that have the
power to advance or implement the organization’s objectives
Outreach
Outreach is vital to sustainable and enduring organizational success
Effective outreach programs can help a network attain its long-term objectives

2.3. Principles of networking

The following are the principles of networking:
Give more than you get
Networking is a two-way street
Many people that want to build their network are only motivated by what they can get
out of their network, rather than focusing on how they can help others
There is nothing wrong with wanting to get something positive for yourself out of
your networking efforts, but it’s important to take an approach that will also
benefit others in your network.
People who look for ways to help others will also benefit themselves because many
people will repay the gesture at some point.
When you want to strengthen your network, think about ways that you could help
them
Be genuine
It’s important to be genuine in your networking efforts, and really make an effort to
get to know the people that you want to connect with.
Be proactive
If you’re starting from scratch you will need to take action by being more active in order
to build your network
 It’s a good idea to start off by being active in interacting with people you want to
network with
This can help you to get noticed by others so that when you do reach out to them
they will be familiar with you, at least to some extent.
Take a long-term approach
Building a strong network takes time
Of course, it is great when you can see the results of your networking efforts quickly, but
the real value of those efforts will be seen in time
Don’t start your networking efforts with short-terms goals.
By focusing on a short-term goal you can damage your chances of establishing a true and
strong connection with that person for the long term.
Prioritize quality over quantity
It’s not important that you have thousands of people in your network. What is much more
important is the quality of those connections.
The quality of your connections will involve how well you know the people in
your network, how relevant your work is to one another, and the level of
influence of each of you.
The goal is to have a few strong connections with successful people that will form
your inner circle. These are the people that you will be able to reach out to
when you need advice, to get answers to questions from their experience, and
for help when you need it.
Don’t focus only on influential leaders
One of the mistakes that many people make when it comes to networking is that they
focus on highly influential leaders
Best approach is to start smaller and connect with others who are at a similar stage as
you.
This way you will both be able to help each other grow, and it’s far easier to develop
connections with people who are still in the stage of working to grow.
You don’t need to completely forget about networking with influential leaders, but make
that a much smaller part of your networking efforts at first
Be approachable
While it is important that you take action when it comes to networking, it’s also
important that others are able to easily reach out to you
Your connection should include a contact form that is easy to find, or at least people you
can reached.
 Set aside time for networking
It’s very easy to overlook networking or to let other duties and responsibilities take a
priority
But in order to build a strong network you will need to dedicate time for networking and
connecting with others
The best way to be sure that networking will not be overshadowed by other tasks is to set
aside time in your schedule specifically for networking.
Be organized
As your network grows it becomes increasingly important that you maintain some
organization
Organization can also have a drastic impact on how you go about making connections.
Network in person when possible
It is always good to market your identity.
Let the people you are networking with know you as a person

Focus on mission
A good focus on your mission will enable you establish relevant networks
Adhering to you mission will help you keep on track to what you are aiming to achieve
Manage through trust, not control
Networking with people who you don’t have trust with
Try as much as possible to build trust among your networks

Promote others, not yourself


Establish a network that provides a room for promoting others.
Build constellations, not stars
Build teams but not individuals
Teambuilding enhances synergy and capacity

2.4. Importance of networking in community health

The following are the importance of networking:
o Strengthen connections for activities
o Is an excellent source of new ideas to help you in your role
o Helps to develop skills and improve career
o Raise your profile and build your reputation
o Builds confidence
 Develop long-lasting personal relationships o
Get an answer to every question
o Facilitate meeting prospective mentors, partners, and clients
o Helps gain access to the necessary resources that will foster your career
development
o Allows you access to opportunities you might not be able to find on your own
o Provide insight into different fields, information on what potential employers look
for and advice on how you can improve professionally
o Interacting with people from different professions, nationalities, and cultures gives
you a broader scope of life
o Networking is an opportunity to practice starting conversations, communicating
clearly and learning about people around you.
o Networking can help you find out about jobs before they’re widely advertised

2.5. Networking strategies

There are two main strategies of networking.
Online
This is the kind of networking which is done digitally (through social media)
Examples of the online networks are LAN (Local Area Network), use of social
network platforms such as Emails, Facebook, Whatsapp etc.
Physical contact
This is a type of network that involves physical contact with the people you are
establishing network with.
It involved visiting people, organizations and work places so as to establish the
networking

2.6. Steps of establishing a network

The following are steps (ways) of starting a network
Step 1. Create a directory of your network
Think about the people you’ve worked with: previous managers, customers,
suppliers, associates and other people that you know
Create a list and then rank your contacts by how valuable you think they’ll be to
you, and how comfortable you feel approaching them
Try to think beyond your immediate circle of friends, family and colleagues
When it comes to reaching out, start with the people you feel most comfortable getting
in contact with but who may not be at the top of your ‘value to me’ list.
Step 2. Plan ahead
Work out what you want to achieve from each conversation
Knowing what you want from each of your contacts will make it easier to
approach them confidently.
Step 3. Get your elevator pitch right
When you’re networking, you’ll probably only have a short amount of time with
each person. If you meet somebody at an event, you may only have a few
minutes.
So, it’s essential that you’re able to describe yourself confidently. This is your
‘elevator pitch.’ It should only be 20-30 seconds.
Here’s an example:
'I help companies grow sales and profits'. This is much clearer than 'I am a business
development manager' and immediately conveys the value you can add to a
business.
Step 4. Reciprocate
This is one of the golden rules of networking
Many people will be open to sharing their ideas and contacts with you, but you must
be willing to offer your help and advice in return. If you aren’t willing to
reciprocate you may find that people are less willing to help you.
Make a point of introducing people in your network who have shared interests
The more you are known as someone who knows interesting people, the more people will
want to be linked to you, and the more effective your network becomes.
Step 5. Use LinkedIn
Firstly, make sure your profile is up to date and complete
It’s also important that your LinkedIn profile matches your CV. Then you can begin
connecting with relevant people, joining relevant groups and contributing to
discussions about your chosen industry.
Step 6. Attend events
This a great way to build confidence, make new connections and keep up to date
with the latest developments in your industry.
Step 7. Listen and build rapport
The most effective networkers are excellent listeners. Active or even empathic
listening will help you build strong and more productive relationships.
For starters, positive body language such as nodding, leaning in towards someone
and maintaining eye contact signals that you’re paying close attention.
Improve your communication skills
Step 8. Nurture your network
Like any relationship, your professional connections need to be maintained to
remain effective.
 Set reminders to yourself to reach out every so often to help strengthen your ties o
You don’t have to wait until formal networking events to make contact. A one to
one meeting over coffee or lunch might give more room for a relationship to grow.
Step 9. Network internally an internationally
Don’t stay stuck behind your desk, working away diligently but anonymously
Make a point of chatting to people internally – in the lift, at the water cooler – so
that when your name comes up, you’ll always have an advocate.
Step 10. Raise your profile
Blow your own trumpet, gently! Attend professional meetings, lectures and
conferences, and get involved where you can. That way, people are more likely
to think of you when an opportunity arises.

2.7. Challenges in networking

The following are the obstacles that hinder networking:
o Security issues
o Lack of capacity to participate in the network
o Maintenance of network
o Low awareness of the networking purpose
o Lack of defined roles and responsibilities
o Number of people in the network
o Physical obstruction
o Connection and signal sharing in case of digital networking
 Unit 3

CONCEPTS OF
ENTREPRENEURSHIP
Topics:

3.1. Definition of terms

3.2. Pillars (elements or attributes) of entrepreneurship

3.3. Types of entrepreneur

3.4. Principles of entrepreneurship

3.5. Importance of entrepreneurship in community health

3.6. Entrepreneurship strategies

3.7. Steps of establishing an entrepreneurship

3.8. Challenges in entrepreneurship

3.1. Definition of terms
Entrepreneurship

o The activity of setting up a business and taking on financial risks in the hope of profit
o Entrepreneurship is the act of creating a business while building and scaling it to
generate a profit.
o Entrepreneurship is the practice of creating, developing, and running a new business
o Entrepreneurship necessarily involves weighing the risk of losing money with the
potential rewards that can be gained by a successful business model

Entrepreneur
o The person who creates a new enterprise and embraces every challenge for its
development and operation is known as an entrepreneur
o An entrepreneur is anyone who creates and runs their own business. This person
must have: 1) ambition, 2) responsibility
o Entrepreneurs are often perceived as risk-taking innovators whose pursuit of
opportunity can fundamentally change the world by introducing new products or
ideas.

Countries like the United States rely on entrepreneurs as a source of economic

development and growth.

3.2. Pillars (elements or attributes) of entrepreneurship

The following are the pillars of entrepreneurship:
Innovation
Innovations exploit opportunities available in the market and overcome any threats.
Innovation can be a new product, service, technology or marketing strategy, etc.
It can also involve doing something better and more economically

Risk-Taking
Entrepreneurship and risk-taking go hand in hand.
A good entrepreneur knows how to take and manage the risks of his business.
Vision
It is the energy that drives the business forward
It gives the business an outline for the future
Helps set out short term and long term goals and objectives for the business

Organization
An entrepreneur must be able to manage and organize his finances, employees and
resources, etc.
Activities

These are specific tasks that an entrepreneur need to do
Value
Entrepreneurship creates value.
Value creation might be represented by transforming a business, creating a new business,
growing a business, creating or wealth
Uniqueness
Entrepreneurship must involve creativity
Creativity helps in coming up with new solutions for the problems at hand
Uniqueness is characterized by attributes such as:
Special way of thinking
A vision of accomplishment
Ability to see situations in terms of unmet needs

Professionalism
Professionalism is a quality which all good entrepreneurs must possess.
Professionalism enables an entrepreneur to achieve their targets.
Passion
When you work, you enjoy what you’re doing and stay highly motivated.
Passion acts as a driving force, with which, you are motivated to strive for better

Planning
Planning is strategizing the business ahead of time
Without planning, everything would be a loose as the say goes, “If you fail to plan,
you plan to fail.”
Social skills
Social skills involve the following:
Relationship building
Hiring and talent sourcing
Team strategy formulation

Empathy
Empathy is the understanding of what goes on in someone’s mind
A good entrepreneur should know the strengths and weaknesses of every
employee who works under him.
Customer is everything
A business is all about the customer
Grab a customer’s attention through marketing and advertising
It is important that you know the needs of your customers.
3.3. Types of entrepreneurship
The following are the types of entrepreneurship:
o Small business entrepreneurship
Means anything from 50 to 1,500 employees
Rely on family, friends, and various types of small business loans to fund their
business development
Large company entrepreneurship
Constantly seek new markets and innovative products in order to ensure sustained
economic growth
Scalable startup entrepreneurship
Are often major risk takers who believe so strongly in their business ideas that
they are willing to leverage large amounts of capital in hopes of eventually
gaining an even larger financial return
Social Entrepreneurship
Make products and services that solve problems and produce positive social change
Are concerned with both achieving a positive, real-world impact and the company’s
bottom line

3.4. Principles of entrepreneurship

The following are the basic principles of entrepreneurship:
Making a lot of money fast is not the first goal of entrepreneurs o Find
the right opportunity
o Build successful teams
o Make sure that execution is critical o
Be aware of your impact
o Be aware of your social and economic role o
Be a solution provider
o Have a vision
o Select the team wisely
o Have capital
o Accountability
o Know your customers
o Set priorities
o Never give up
Note: The four P's in entrepreneur are: product, price, place, and promotion

3.5. Importance of entrepreneurship in community health

The following are the importance of entrepreneurship:
o Entrepreneurs create jobs
Without entrepreneurs, jobs wouldn’t exist.
As their business continues to grow, even more jobs are created.

Entrepreneurs innovate
Some of the greatest technologies in today’s society have come from businesses
Technological advances solve problems, create efficiencies, or improve the world.
Entrepreneurs create change
Entrepreneurs give to society
Entrepreneurs are some of the biggest donors to charities and nonprofits for various
causes
Entrepreneurs add to national income
Entrepreneurship generates new wealth in an economy
New ideas and improved products or services from entrepreneurs allow for the growth
of new markets and new wealth.
No boss

3.6. Entrepreneurship strategies

The following are the strategies of entrepreneurship:
o Study the competition
As an entrepreneur, you need to know who your competitors are. You also should
understand the rival product or service that is being offered
Conserve cash no matter how good business is
Entrepreneurs should be as conservative with their money as possible to be able to deal with
any rough patch that arises.
Conserving money will help you survive most unforeseen circumstances.

Research new products and services

Understand emerging products or services on the horizon that could improve your
company's operations.
Don’t tackle huge markets at first

Avoid expanding into large markets in the initial stages
 Meet the market’s needs by offering something new and compelling
Listen to customer feedback and adapt

But entrepreneurs should listen to customer feedback
Respond to change
In business, change is inevitable and those capable of responding are flexible and
versatile.
An entrepreneur must be prepared to accept change and adapt business
operations accordingly.
Use social media
Social media is one of the most popular means of staying up to date with any type of news.
Most of these people can be found on Twitter and Facebook

Set your goals and targets

Being an entrepreneur means you have to keep coming up with new goals your business
is supposed to meet.

3.7. Steps of establishing an entrepreneurship

The following are the steps of starting entrepreneurship:

Step 1. Deciding to become an entrepreneur

Individual decides to start his/her own enterprise
The desire to become an entrepreneur may be triggered by any on the following
factors:
Arising of an innovative idea backed up the ability to start a business
Inheriting wealth and skills to establish an enterprise
Prevailing problems in current jobs
Willing to become own boss
Pursuing own ideas
Realizing the need of earning money

Step 2. Find the right business for you

Entrepreneurship is a broad term, and you can be an entrepreneur in just about any
area
You will have to pick a field to work in and business to start
Find a business that won’t only be successful, but is something that you are
passionate about.
Step 3. Determine if you should get an education
You don’t need to have any type of formal education to be an entrepreneur, but that
doesn’t mean you should ignore education entirely
If you want to start a tech company, experience in business, computer programming
and marketing could all be valuable. Also, some industries will likely require some
type of education, such as your own accounting or law firm.
Step 4. Plan your business
Before you begin your business, you need to have a business plan.
A business plan lays out objectives and strategy for achieving those objectives o
This plan is important for getting investors on board, as well as measuring how
successful your business is
Step 5. Determine the required resources
It involves determining the resources required to meet the identified opportunity
The entrepreneur needs to be careful while determining the amount and quality of
resources required.
Step 6. Find your target group/audience
Not every business appeals to everyone
The age, gender, income, race and culture of your target group will play a large role in
determining what business you want to start and where.
Step 7. Network
Networking is how you meet other people that might have skills you can use in your
business.
You can also find potential investors through networking to help get your business
model
Step 8. Sell your idea
Consumers want products, but they don’t always know which product to pick.
Your job as an entrepreneur is to convince people that whatever you’re selling is the
best option available
You’ll have to find out what makes your product unique and then sell it based off the
value it adds.

Step 9. Market
You may have the best restaurant in the city, but nobody will visit if they don't know it
exists

Step 10. Management and control

 Managing a business is not easy, but the experience that entrepreneurs acquire over
time will ease the handling of all resources

3.8. Challenges in entrepreneurship

The following are obstacles of entrepreneurship:
o Cash flow management
Cash flow is essential to small business survival, yet many entrepreneurs struggle to pay
the bills.
Late invoicing and payment delays business operations

Marketing strategy
Positioning your product/service in such a way that you will maximize on the returns is
proving to be a challenge to many entrepreneurs.
Capital

You want to start or grow your business, but you have little capital to do it with.
Due diligence
What really becomes challenging in fundraising is the adherence to financial rules after you
get funding commitments.
Time management
We all, always want more time. Why can’t there be 48 hours in a day, and 10 days in a
week
Unfortunately, we all share exactly the same number of hours in a day. Some will have far
fewer days than others.
Delegating
The bottom line is that you aren’t going very far unless you learn to hire, outsource,
delegate, and more importantly, empower those people to do awesome work. Hire
the best.
Balancing perfection and progress
You need to recognize the difference between almost barely good-enough, and perfect-
enough.
Keeping Ego under control
Your ego can lead you to make many mistakes, bad decisions, and generally let
your inner beast go on rampage at the cost of your relationships, if you aren’t
mindfully keeping it in check.
Seeing business company fail after an exit
It is so painful in seeing a company once loved not be used, underperform or go
bankrupt after an exit.
 Unit 4

CONCEPTS OF PARTNERSHIP

Topics:

4.1. Definition of terms

4.2. Pillars (elements) of partnership

4.3. Principles of partnership

4.4. Importance of partnership in community health

4.5. Strategies of partnership

4.6. Steps of establishing partnership

4.7. Challenges in partnership

4.1. Definition of terms
Partnership
o This is a voluntary collaborative agreement between two or more parties in which all
participants agree to work together to achieve a common purpose or undertake a
specific task and to share risks, responsibilities, resources, competencies and benefits.
o It is a form of relationship and collaboration formed by agreement between two or more
individuals who carry out activities as co-owners and share management and profits.
o Those people who invest resources in the partnership are called partners
Characteristics of Partnership
o A good partnership has the following qualities or characteristics:
Mutual contribution
Division of profits or losses
Co-ownership of contributed assets
Mutual agency
Limited life
Unlimited liability
Partners' equity accounts

One of the strategic directions articulated in Kenyan community strategy is “to build
effective local partnerships.”
Types of partnership
General partnership
The partners share equal rights and responsibilities in connection with
management of the project
Any individual partner can bind the entire group to a legal obligation.
Each individual partner takes full responsibility for all of the business's
obligations.
Limited partnership
Allows each partner to restrict his or her personal liability to the amount of his or her
project investment
Not every partner can take lead.
At least one participant must take full lead for the project’s obligations

Community partnership
This is formal and informal local community connections, collaborative projects,
and relationships that advance the community development goals.
Community partnership has three levels. These are:
 Partnerships among community-based organizations
Cross-sector partnerships (between community and the government or learning centers
Partnerships between community and donor organizations

The following can be areas of partnering with the community

Environmental health
Reproductive health and safe motherhood
Nutrition and dietary assistance
Immunization
Hygiene maintenance
Psycho-social behavioral support
Health awareness and demand
Physical fitness and wellness
School programs
Disease prevention programs
Community modelling dialogue
Community research

Examples of community partnership

Partnership project: Nutrition program
Project goal: Reduction of nutrition related diseases
Project objective: To increase production and intake of dark green vegetables
Partners: Student, Community Health
Volunteer, Agricultural worker

4.2. Pillars (elements) of partnership

The following are the pillars of partnership:
Strategic alignment
A partnerships may start out with a lot of enthusiasm, but fail quickly because one of the
key stakeholders was not aligned with the key objectives:
Start internally and at the top
Make sure that they believe in a win-win model of partnership
Expectations and the success criteria of both parties about the
partnerships are strongly aligned.
Partner’s products and market capabilities are complementary to yours.

Product readiness
If you are signing up a channel partner for your product, make sure that the product
is ready to be sold by the partner.
 Does it have the features that are required by the partner’s end
customer?
Does the product satisfy both your margin needs and the partner’s?
Partner readiness
Ensure that the partner is ready to handle all aspects of using or selling the product
to the market.
This includes training their sales and support teams.
Make sure that the partner’s sales team, pre-sales solution engineering
team and post-sales support team are all trained adequately.
Process readiness
Clearly defined processes to plan, implement, monitor and manage the
partnership by both parties are key for a partnership to succeed.
It starts with a business case that clearly outlines the costs and benefits
of the partnership. The business case should also specify the success
criteria.
Create a resource map that shows the peers from each party with similar
responsibilities across different functions (especially sales) that will
collaborate on a daily basis.
Resource allocation
This is allocation of appropriate cross-functional resources to support the
partnership.
There should be resources allocated for technical integration,
documentation, creation of sales tools to be used by the partner.

4.3. Principles of partnership

The following are principles of partnership:
Context
A full understanding of the social and political environments that determine the
mandate of the partners
Common vision and planning
Desired outcomes need to align with strategic priorities
Sustainability of the outcomes
Mechanisms for continuity of the outcomes
Complementarity
Efficiency through the allocation of tasks so that each partner’s comparative
advantage is utilized
 Shared responsibility
Each partner’s roles and responsibilities should be clearly defined over time
Intellectual Property Rights (IPR)
A clear understanding of ownership of knowledge and data
Transparency of financial arrangements
A true partnership calls for openness and negotiation with regard to how financial
resources are allocated and used
Monitoring and evaluation of partnership
This needs to be conducted at various stages for accountability and informed
decision making
Core values

Clarity of agreed goals and recognizing contributions
irrespective of the partners’ institutional size, history or division of labor
Governance
Good leadership and regular communication between partners
Building trust
Mutual understanding and solidarity among members


4.4. Importance of partnership in community health

The following are the importance of community partnership:
Leveraging and maximizing resources by pooling talent, expertise, and resources o
Better co-ordination and integration in the delivery of services
o Greater understanding of challenges and greater capacity to plan and develop
solutions
o Build synergy and tap into opportunities provided by institutions and
organizations
o Effective communication and engagement to achieve outcomes
o Generating broad based support—including other stakeholders from both private
and public sectors
o Increasing credibility beyond the scope of the individual organization
o Promote local participation in advancing health and development
o Realizing that no one stakeholder can solve the problem
o Increased innovations and new ideas
o Assure the long-term sustainability of efforts to scale up community livelihood
The following are reasons why KMTC should build partnership with the community:
Achieve objectives in relevant areas that can contribute to food security, poverty
alleviation and environmental sustainability
Improve the relevance of research, development activities and strategies
Leverage impact through implementation of innovations with effective links to the
community
Create conditions and practices that transform livelihoods
Incorporate active participation of local institutions and indigenous knowledge and
expertise into work

4.5. Strategies of partnership

The following are the strategies of partnership:
o A Window strategy
Uses a partnership as a window onto new technologies or developments by providing
access to progress.
Helps you stay informed of new ideas, explore multiple paths, and reduce
uncertainty about possible alternatives.
Let’s you understand new ideas and technologies without over-investing, keeping
you agile in a fast-changing marketplace.
Potential challenges include leakage of your firm's technologies and managing a
shifting web of partnerships.

The options strategy

Build a capability platform by creating a combination of people, procedures, and
assets that can be scaled up or down.
It's used when there is a moderate amount of uncertainty about which option(s)
will ultimately succeed
The potential challenge of this strategy is that companies are often reluctant to shift
quickly after investing.

A Positioning strategy
Is appropriate when there is a low level of uncertainty and you want to partner with
another firm to create a best-in-class advantage
Are formed between firms with complementary capabilities who seek to create a
combination with the best capabilities in the industry.
4.6. Steps of establishing partnership
There are 8 steps in building partnership
Step 1: Determine the need for partnership and community readiness
— Is there a need for partnership?
Consider:
o What is the “added value” in partnering?
o What benefits will be gained in this collaboration?

— Is there already a collaboration elsewhere doing something similar?

Consider:
o Are there other collaborative work being done in this area?
o If so, have you discussed with them about the possibility of becoming part of
their partnership to avoid duplication of services/work?
o Have you talked to them about their experiences and lessons learned?

— Is there commitment within your campus to support a partnership?

Consider:
o Have you identified potential partners to approach?
o What additional expertise or benefits would the partner organization bring?

Step 2: Recruit the right people and organizations

— Start discussions with potential partners
Consider:
o Who should be involved in this collaboration and why?
o How many people/organizations should be involved? o
What level of involvement is needed?
o Is there an element of trust between each partner?
o What would each bring to the table that would be beneficial and
complementary to a partnership?

— Gather all potential partners together for discussion about elements of the
collaboration
Consider:
o What is the main objectives of collaborating?
o What is our shared vision and goals?
o Who will take the lead?
o What governance structure and accountability arrangements need to be put in
place?
o Do all members agree to these procedures?
 — Get commitment for proceeding with those agreeing to partner
Consider:
o What will be the initial time commitment for the collaboration to achieve their
aims?
o Is there consensus on what each organization is agreeing to in the
collaboration?
o Is it a Win-Win relationship for all?
o Are all members satisfied for the benefits they will be receiving and giving?
o Are there monies or resources to maintain and sustain the collaboration?

(It can be helpful at this stage to develop a clear written statement (Memorandum of
Understanding) outlining what has been agreed to such as commitments, who will take the
lead, main objectives, vision and goals, partnership structure and function, responsibilities
and accountability arrangements to date and then share with potential partners)

Step 3: Assess resources needed

— Identify the skills and competences needed to manage and support the collaboration
Consider:
o What individual and/or organizational skills and resources are needed to be
successful in this venture (human resource, financial, technical, others)?
o What can be leveraged from each organization to fulfill those needs (tangible
and intangible)?
o How will this be funded?
o Who are potential leaders and staff champions to actively advocate and
support the work?
o What training might be needed for individual staff or organizations?

— Identify any barriers that might be a risk to success for the collaboration
Consider:
o Is the collaboration congruent with policies and procedures of all partners
o Have ground rules and norms for communication been established?
o Are all members committed to open, honest and transparent conversations?

Step 4: Determine Structure of the Collaborative Partnership

— Ensure there is clarity among partners as to the mission, values and principles of
partnership
Consider:
o Is there a stated shared vision?
o How will the collaboration achieve their vision?
o Are there guiding principles for the collaborative partnership agreed upon by
members
 — Set out the processes needed to manage and sustain the partnership
Consider:
o What will be the governance structure for the collaboration?
o Have the roles and responsibilities of member organizations been defined?
o How will the work get done and what structure is needed to ensure this
happens (steering committee, advisory group, and executive committee with
work groups)?
o When, where and how will partners meet and who are needed for meetings?
o Is there an agreed timeline of the partnership?
o Who is the accountable individual(s) or champion in each organization for this
collaboration?
o To whom will the partnership report and is there a process in place to report
on progress?
o Is there a process to resolve conflicts in a fair and productive manner?

— Ensure a formal written agreement has been developed and signed by all partners.
Consider:
o Are there any unresolved issues that need to be addressed before signing?
o Does the collaboration require a simple or more formal agreement?

Step 5: Develop a communication strategy

— Set up an effective communication plan between partners
Consider:
o What is the overall purpose for communicating and what does the partnership
hope to achieve?
o Identify who is responsible for communication between partners?
o What type of information needs to be shared, with whom and how often?
o What needs to be documented, and how will it be shared?
— Get consensus on the means and methods that will be used to communicate
Consider:
o What types of methods are available for communication?
o Any technologies needed to do this successfully?
o Is any training needed for staff to use effectively?

Step 6: Agree on and develop an action plan

— Develop an Action Plan to meet goals/objectives of collaborative partnership
Consider:
o Have benchmarks been established - Where we are now (the baseline) and
what we need to achieve (the objective)?
o What steps have to be taken to reach these objectives?
o What is the desired timeline for how long it is likely to take?
o Who will be responsible for seeing the action task is successfully completed?
 What resources are needed?
What is the indicator (measurable outcome) to know the goal has been
achieved?
Has a plan been developed to evaluate the collaboration? o Is
there a plan in place for sustaining the partnership?

Step 7: Create an open environment

— Identify factors which create and build trust
Consider:
o What are behaviors that contribute to trust and good relationships between
partners?
o Is there mutual accountability built into the processes of the collaboration?
o Is there expectation for self-interest disclosure and is this practiced?

— Identify factors which cultivate and support equality and diversity

Consider:
o Is the group sensitive to cultural practices?

— Have a plan in place for reflection, renewal, managing change and closure
of collaboration
Consider:
o Was a date set for the initial time length of the collaboration?
o Is there a mechanism in place for renewal of the agreement?
o Is there a process for leaving the partnership before termination date?
o Is there a process for terminating the partnerships and what actions need to be
taken?

— Continually evaluate the partnership based on the initial goals and action plan set out
in the partnership agreement and readjust if necessary
Consider:
o What are the costs versus benefits of the partnership? o Is
the partnership achieving what it is meant to achieve? o
Have the goals changed/evolved and need to be amended?
o What’s missing/ can be improved upon?

Step 8: Implement the partnership and celebrate successes

— After all your hard work, remember the value of celebrating your success with the
entire team involved in your collaboration.
 4.7. Challenges in partnership
The following are challenges in partnership
o Conflicts of interest
o Loss of autonomy and reduced independence
o Drain on resources to establish and maintain partnership relationships
o Miscommunication based upon disparate vocabularies and business models
o Value disagreements.
o Personality conflicts.
o Communication misunderstandings.
o Doubts about priority need for partnership.
o Confusion over differing degrees of members’ autonomy.
o Different power interests.

The following are how to address/reduce conflicts in partnership

Conflict in partnership is managed through open communication with all partners.
The following are steps in addressing conflicts in partnership:
Choose a person who is seen as being neutral to serve as a process observer.
Select a specific conflict that is important to the partnership and the partners
concerned.
Have the conflicting partners state their positions without interruption.
Have each opposing partner paraphrase the other side’s explanations or point of view.
Start an open dialogue for questioning, obtaining more information and further
explanation.
Summarize the position of each party, emphasizing their major points of view.
 Unit 5

CONCEPTS OF RESOURCE
MOBILIZATION
Topics:

5.1. Definitions of terms

5.2. Importance of resource mobilization in community

health

5.3. Principles of resource mobilization

5.4. Types of resources

5.5. Strategies of resource mobilization

5.6. Steps in resource mobilization

5.7. Challenges encountered during resource mobilization

5.1. Definitions of terms
Resource mobilization is the process of getting resources from the resource provider,
using different mechanisms, to implement an organization's predetermined goals
The term resource mobilization refers to all activities undertaken by an organization to
secure new and additional financial, human and material resources to advance its mission.

Resource mobilization refers to all activities involved in securing new and additional
resources for your organization. It also involves making better use of, and maximizing,
existing resources.

5.2. Importance of resource mobilization in community health

The following are the importance of resource mobilization:
Ensures the continuation of your organization's service provision to clients. o
Supports organizational sustainability
o Allows for improvement and scale-up of products and services the organization
currently provides.
o Organizations, both in the public and private sector, must be in the business of
generating new business to stay in business
o Guarantees the continuation of your association’s administration procurement to
customers
o Supports organizational sustainability
o Takes into account scale-up and improvement of items and administrations
currently offered by the organization
o Organization, both in private and public sectors, must be in the business of
creating new business to stay in business.

5.3. Principles of resource mobilization

The following are principles of resource mobilization
o Focused to achieving strategic objectives
o Resource monitoring by both partners for accountability
o Coordinated effort to fund raise
o Alignment with organizational mission, objectives and strategic plan
o Fund raising driven by need
o Maximizing income for the domestic and global work
o Invest to grow
o Solidarity and good partnership
o Accountability
5.4. Types of resources
The following are types of resources
Material resources
These are the tangible resources (includes office space, money, equipment, and
supplies)
Are necessary for an organization to run.

Human resources
This refers to the labor needed (whether volunteer or paid) to conduct an
organization's activities.
Resources such as labor, experience, skills and expertise in a certain field.

Social-organizational resources
These resources are used to build social networks. For example, an
organization might develop an email list of people who support them
Examples include spreading flyers, holding community meetings, and
recruiting volunteers.

Moral resources
Moral resources are those which help the organization to be seen as
legitimate
For example, celebrity endorsements can serve as a type of moral resource: when
celebrities speak out on behalf of a cause
Cultural
Knowledge that is not necessarily universally known.
Examples include protest event, holding a news conference, running a
meeting, forming an organization, initiating a festival.

5.5. Strategies of resource mobilization

The following are strategies of resource mobilization:
o Government budget allocations
o Contingency and other emergency funds
o A system of user fees
o Grants, aid and other contributions
5.6. Steps in resource mobilization
The following are steps in resource mobilization:
o Step 1. Identify funding sources
There are many different types of potential resource partners that can be engaged
with
Step 2. Engage
Arrange meetings with potential partners
Develop communication and advocacy materials
Deliver presentations to potential partners
Promote and maintain individual contacts

Step 3. Negotiate
Agree on joint interests
Agree to partnership requirements
Develop and finalize an agreement
Press release about signing of the agreement

Step 4. Manage and report

Acknowledge your resource partner’s contribution
Ensure appropriate management of resources
Report to your resource partner as required

Step 5. Communicate results

Share results and lessons learned to stakeholders
Develop communication and advocacy material as appropriate
Explore further options for continued support
Press release about completion of the project/initiative

5.7. Challenges encountered during resource mobilization

The following are the problems encountered during resource mobilization:
o Tax revenue are stagnant
o Inadequate taxpayer services
o Government owned economic revenue are declining
o Reform consequences
o Low levels of staff capability
o Weak of coordination and standardization of financial systems
o Insufficient resources for reform activities
o Balancing between higher need of resources
 Unit 6

CONCEPTS OF ACCOUNTABILITY

Topics:

6.1. Definition of terms

6.2. Importance of accountability in in resource

management

6.3. Principles of accountability

6.4. Steps in accounting for resources

6.5. Challenges encountered during accountability

6.1. Definition of terms
Accountability
Is when an individual or department experiences consequences for their
performance or actions
Means that all employees are responsible for their actions, behaviors, performance
and decisions
Accountability exists in a relationship between two parties where one has
expectations of the other
There are two components of accountability:
Answerability – which means providing information and justification for how one’s
actions align with expectations; and
Enforcement – which means being subject to, and accepting the consequences of,
failing to meet these expectations.
Transparency
Organizations are transparent when they enable others to see and understand how
they operate in an honest way.
To achieve transparency, an organization must provide information about its
activities and governance to stakeholders that is accurate, complete and made
available in a timely way.
Transparency enables accountability.
Note: This does not mean all information should be made publicly available. There are
certain types of information that may not be provided publicly such as private information
(such as client records) and ‘commercial in confidence’ material (such as tender
submissions).

6.2. Importance of accountability in in resource management

The following are the importance of accountability:
o Builds trust
o Improves performance
o Promotes ownership o
Inspires confidence
o Creates the capacity for change o
Promotes employee engagement o
Creates high-performance cultures o
Cultivate relationship
o Enhance integrity, authenticity and humility
o Achieves results without micromanaging
6.3. Principles of accountability
The following are principles of accountability:
o Participation
Concerns the way in which an organization involves stakeholders in its decision-making
processes and activities.
Participation gives stakeholders a voice in the activities of the organization
Creates ownership of the results and a greater likelihood

Evaluation

Enables organizations to reflect on and learn from their experiences
Transparency
Describes the way in which an organization makes available information about their
activities and aims.
It include information about work, expertise and their key stakeholders.

Feedback mechanisms
Describe ways in which an organization invites comments and critique of its
activities.
A feedback mechanism allows stakeholders to comment and if necessary

6.4. Steps in accounting for resources

There are two components of accountability:
Answerability
– means providing information and justification for how one’s actions align
with expectations; and
Enforcement
– means being subject to, and accepting the consequences of, failing to meet
these expectations.

6.5. Challenges encountered during accountability

The following are challenges in accountability:
Being accountable to different stakeholders o
Project reports and budgets
o Measuring impact
o Confusion about the goals of accountability
o Administrative costs
 Unit 7

CONCEPTS OF BUSINESS
PLANNING
Topics:

7.1. Definition of terms

7.2. Importance of business plan
7.3. Principles of business plan
7.4. Types of business plans
7.5. Factors to consider when developing a business plan
7.6. What makes a good business plan
7.7. Steps in developing a business plan
7.8. Components of a business plan
7.9. Challenges in implementation of a business plan
7.1. Definition of terms
A business plan
A formal written document containing the goals of a business, the methods for
attaining those goals, and the time-frame for the achievement of the goals
It tells the story of your business, from the big picture to the tiny details.
It explains why your business exists, the problems you aim to solve, the methods you
will use to solve those problems and your vision of the company's future.

7.2. Importance of business plan

The following are the importance of business
plan: o Help you with critical decisions
o Iron out the kinks
o Avoids the big mistakes
o Prove the viability of the business
o See the whole business
o Provides strategic focus
o Sets priorities
o Manage change
o Develops accountability
o Manage cash
o Strategic alignment
o Provides milestones
o Realistic regular reminder to keep on track
o Minimizes risks
o Solid foundation for strategic planning
o Outlines SMART goals and milestones
o Is an asset if you want to sell

7.3. Principles of business plan

The following are the principles of business
plan: o Plans must be ongoing
o Plans must consider competitive advantage
o Plans must incorporate short-and-long-term goals
o Plans must relate to the bottom line
o Plans must include strategies o
Plans must affect the customer
7.4. Types of business plans
The following are types of business plan:
Operational planning
Operational plans are about how things need to happen
describes the day-to-day running of the company

Strategic planning
Are all about why things need to happen
includes a high-level overview of the entire business

Tactical planning
Are about what is going to happen
includes tactics that the organization plans to use to achieve what’s outlined
in the strategic plan
Contingency planning
Are made when something unexpected happens or when something needs to be
changed
Can be helpful in circumstances that call for a change

7.5. Factors to consider when developing a business plan

The following are factors to consider before developing a business
plan: o An executive summary
If someone were to ask what the end goal for the business is, an executive summary
succinctly describes this for you.
Market analysis
In the market analysis, due diligence is completed to figure out one’s competitors and
target audience.
Operation plan
How will your goals get from point A to B?
The operation plan illustrates the basic structure and management strategy.
Financial plan
Experts agree that one of the main criteria for composing a good business plan is getting
the numbers right.
7.6. What makes a good business plan
The following are attributes (characteristics) of a good business plan:
o Fits the business need
o Realistic and implementable
o Specific in tracking results against plan
o Clearly defines responsibilities for implementation
o Clearly defines assumptions
o Communicated to the people who have to run it
o It gets people committed
o Follows up and planning process

7.7. Steps in developing a business plan

The following are steps to when developing a business plan:
o Determine your purpose
o Build your vision
o Clarify your business model
o Identify your target market
o Test your business idea

7.8. Components of a business plan

The following are included in a business plan:
Executive summary
Is a section that is usually written last as it is a summary of the entire business
plan
It provides an overview of your business including your mission statement and
details about what you offer
Business description
Provide information about the business you're starting, including what sort of
problem your product or services solve, and who the most likely buyer is
Market analysis
Helps you identify your best customers or clients
Have a thorough knowledge of the people you are planning to sell your
goods and/or services to so that you can make informed predictions about
how much they might buy.
Competitive analysis
Learn how successful your direct and indirect competitors are in the
marketplace
 Includes an analysis of how you will overcome any entry barriers to your chosen
market
Sales and marketing plan
Offers a detailed explanation of your sales strategy, pricing plan, proposed
advertising and promotion activities, and product or service's benefits
Ownership and management plan
Outline your business's legal structure and management resources,
including your management team, resources, and human needs
Operating plan
Gives information on how your business will be run
It provides a description of your business's physical location

Financial plan
Provide a description of your funding requirements, statements, and analysis
Appendices and exhibits
Any additional information that will help establish the credibility of your business
idea, such as marketing studies or photographs of your product

7.9. Challenges in implementation of a business plan

The following are obstacles in implementing a business plan:
o No market need -No one wants what you’re selling.
o Lack of capital - Cash flow issues or businesses simply run out of money.
o Inadequate team -This underscores the importance of hiring the right people to help
you run your business.
o Stiff competition - It’s tough to generate a steady profit when you have a lot
of competitors in your space.
o Pricing - Some entrepreneurs price their products or services too high or too low—
both scenarios can be a recipe for disaster.
 Unit 8

CONCEPTS OF PROPOSAL
WRITING
Topics:

8.1. Definition of terms

8.2. Importance of a proposal

8.3. Principles of proposal writing

8.4. Types of proposals

8.5. Factors to consider when writing a proposal

8.6. Steps in writing a proposal

8.7. Components of a written proposal

8.8. Challenges in writing a proposal

8.1. Definition of terms
Proposal
This is a plan or suggestion, especially a formal or written one, put forward for
consideration by others
The proposal outlines the plan of the implementing organization about the project,
giving extensive information about the intention, the ways to manage it and the
results to be delivered from it.
Grant
This is sum of money given by a government or other organization for a particular
purpose.
A grant is an amount of money that a government or other institution gives to an
individual or to an organization for a particular purpose such as education or home
improvements.
Project proposal
This is a document that describes a proposed project and its purpose, outcomes, and the
steps that will be taken to complete the project.

8.2. Importance of a proposal

The following are the importance of a proposal:
o Improves vendor comparison - allow decision-makers to more objectively compare
vendors.
o Improves project understanding - outlines the purpose and scope of a project
o Establish credibility - seen as a sales tool that helps establish credibility by
communicating to stakeholder that the service provider is capable of completing the
project and fulfilling expectations
o Proposes an estimated timeline and budget - it provides stakeholders enough
information about budget, timeline, and outcomes to determine whether or not to
move forward with a project
o Set expectations - sets expectations for the client relationship. It includes having a
mutual understanding of deliverables, timelines, and budget
o Inform project planning – Informs resource scheduling

8.3. Principles of proposal writing

The following are the principles guiding proposal writing:
o Proposal should directly address the customer
o Proposal process must provide a structure to collect the intelligence needed to win
an opportunity during the critical period before the RFP (request for proposal) is
released
 Proposal process should provide a structure to ensure that expectations are
properly set before, during, and after every activity
Proposal quality must be defined and validated
Proposal should outline how results will be validated against the plans
Should be highly streamlined and efficient
Resources assigned to a proposal must demonstrate desire to win
The following are the characteristics of a good proposal:
Proposals are persuasive to convince the reader of the suitability of a particular
course of action
Proposals are written for external and internal audience o
These may be solicited or unsolicited.
o They vary in length from a couple of pages to several pages.
o Proposals may be made by individuals or organizations for both individuals and
organizations.

8.4. Types of proposals

The following are the types of proposals:
Formally solicited project proposal
This is created in response to any official request for a new proposal. This is a
structured and specific response.
Informally solicited proposal
This does not require a request for proposal.
Unsolicited proposal
No one asked for or expected to receive one, however, it can prove
extremely valuable for the audience.
It is usually formed from more ad-hoc activities

Continuation project proposals

Means a reminder for ongoing and already approved projects. This is a
continuation of already existing documentation, so it is easy to construct.
Renewal proposal
Seems useful when an ongoing project has been terminated or the resources
can no longer be used. It is about proving that the return on investment is
greater than the money being spent on resources. That is why the project
can begin again.
 Supplemental proposal
Help when more resources are required to complete a project than were
originally proposed. This proposal is aimed to prove the value of adding
resources.

8.5. Factors to consider when writing a proposal

Bellow factors are to be considered when writing a proposal:
o What is the target problem?
o Who is affected, and what is the magnitude of the problem?
o What is it important to solve this problem?
o Why it has been challenging up to now to find solutions?
o What is your idea and proposed research/innovation solution?
o Who ae you and who is in your consortium?
o What are the expected impacts and benefits of your proposed project?

8.6. Steps in writing a proposal

The following are steps in writing a proposal:
Hold a brainstorming session - start by brainstorming who the recipient of your
proposal should be
Research - Research is one of the best ways to build your credibility on the topic. It also
helps you prove that there is a problem and you have the best solution for it.
Hook the reader - capture your reader’s attention from the beginning. Your
introduction should do two things: engage the reader, and set yourself up as a
credible source
Present the problem - What is the issue that you hope to resolve? Address the
cause of the problem and the side effects that have occurred because of it
State your solution - discuss your proposed solution to it. How will you solve the
problem?
Outline the project - As you plan the schedule, multiply the resources you think it
will take
Bring it together – Do the actual compilation of the proposal
Proofread your proposal – Share it with people to check language, content and
validity
8.7. Components of a written proposal
The hollowing are what should a good proposal include:
Introduction
This is a background, objectives, justifications and ethical issues
Summary/abstract

Problem
State the actual problem you are trying to solve
It is about what you are planning to solve, why it’s important, and any
additional info that provides greater context to the conversation
The benefits of your proposal

Solution
Reflect your brilliant idea for how you’d like to crush the problem
It should contain the details on what your goals are, the steps you’d take to
accomplish them, and what the proposal reviewer would have to do.
List of the deliverables

Resources
All the people involved in the project
Finance and budget
Equipment
Supplies
Timeframe

Management structure
Leadership and governance
Monitoring and evaluation

Potential risks involved

Conclusion
This is a summary of all the preceding blocks along with an inspiring, time-sensitive
call to action that provides a next step for the reader.

8.8. Challenges in writing a proposal

The following are possible problems encountered when writing a proposal:
o Motivating a demoralized team
o One size fits all” business practices
o Lack of diversity with proposal staff
o Uncertainty with pricing
o Poor leadership from proposal manager
Knowing when to bid and when not to bid o
Poor proposal reviews
o Lack of subject matter experts
o Missed deadlines
o Little or no capture planning