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Proposal Evaluation & Proposal Evaluation &

Proposal Evaluation & - PowerPoint Presentation

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Uploaded On 2017-12-08

Proposal Evaluation & - PPT Presentation

Conducting an Effective Site Visit Social Venture Partners Due Diligence Process Review grant proposal budget and supplemental documents Conduct additional preliminary research ID: 613638

proposal site visit questions site proposal questions visit review organization evaluation team due diligence lead reference outstanding challenges follow

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Slide1

Proposal Evaluation &

Conducting an Effective Site Visit

Social Venture PartnersSlide2

Due Diligence Process*Review grant proposal, budget, and supplemental documents ...

Conduct additional preliminary research

.

.

Conduct site visit with organization’s leadership

.

.

.Slide3

Due Diligence Process (cont’d)Conduct additional follow-up research as needed (ie. reference calls).Analyze and apply your due diligence findings .

Synthesize information and present to others

.

.

*

Information from the

Due Diligence Tool – for use in pre-grant assessment.

La Piana AssociatesSlide4

Committee Member Proposal Evaluation ResponsibilitiesAttend at least two site visits.Review proposals, submit questions, provide feedback.Fully participate in all review team activities.Six committee members will serve as site leads.Slide5

Evaluate and AssessEvaluate proposal against SVP criteria.Assess the following:program efficacy –

organization health, competency of staff, and leadership

potential fit with SVP

Slide6

Proposal Evaluation Is More an Art than a Science!Make the best initial decision based on the proposal and decide where to follow upThere is no guarantee that your grants will be uniformly effective or achieve intended results – gauging potential!Be patient with poorly written proposals and don’t be duped by well written proposals

Give time and attention to proposal reviewSlide7

Why do a Site VisitThe proposal never tells the whole storyGet a personal feel for the organization, their work, and their facilitiesAssess the leadershipDevelop a personal connection with the organizationLearn more, get your questions answered, understand the challengesSlide8

Before the Site VisitReview TeamReread the proposalIdentify your outstanding questions or topics for discussion before the visitSubmit questions to Site Lead 7 working days prior to visit

Site Lead

Collect review team questions and topics for discussion.

Establish a loose agenda and give organization guidance about what you hope to accomplish.Slide9

The Site Visit30 minutes before: Review agenda/goals; determine primary concerns/questions; and establish format of how questions are asked Site Visit (Review Team):

Go to site and meet with key individuals (2-3 hours).

If set up tour to see program in action – use first ½ hour of meeting.

Discuss proposal and team’s questions.

Understand the difference between status quo and vision for the future.Slide10

The Site Visit (cont’d)Site Visit (Site Lead)Balance time spent meeting key staff, touring the facility, and discussing the proposal.Visit should be two-way. Allow them to learn about SVP.

Describe decision process and timeline.

Identify outstanding questions and reference contacts.

“What should I know that I have not asked you?”

Thank you!

30 minutes after:

Is there agreement on strengths, weaknesses? Determine outstanding questions that are critical to making a decision. Review Proposal Evaluation Report. Divide up reference calls.Slide11

After the Site VisitReview TeamCall references.E-mail detailed answers to Proposal Evaluation Report (PER) questions to site lead.

Site Lead

Send thank you notes.

Follow up on outstanding critical questions.

Complete Proposal Evaluation Report.

Submit presentation bullets.

Present proposal and team recommendation.

Call agency to inform of results.Slide12

Red FlagsCan’t (or won’t) articulate both successes and challenges.Obvious conflict or disagreement between the E.D. & the board reps.Inability to articulate major challenges beyond needing funds.

Staff turnover seems unusually high.

The organization tells you they are the only ones providing this service.

The executive director cannot explain the basic financial aspects of the organization.Slide13

Red Flags (cont’d)Ratio of unknown to known funding is too high.Too much vision, not enough tactical plans.Unclear need - bring the need to the local level.Inconsistency with mission.The organization is overly dependent on one source of funding.

Project plans are overreaching — resources available are clearly insufficient to reach goals.Slide14

Due Diligence/Reference CallsWhy: Find out more and verify accuracyWho:

Other funders-

would they recommend the org, do they have concerns about the applicant or proposal?

Other experts in the field-

Is the program sound?

Collaborating Orgs-

Is the partnership meaningful? Does the Org have a good reputation?

What

: Ask about caliber of work, reputation, risks