1. Rationale behind the programme 2.

Aims of the Programme (and any specific objectives that can be used in measurement of training effectiveness at the end of the programme) 3. Content of Programme (including a Programme Outline and brief outlines of each session 4. Learning Strategies (style of training and techniques to be used) 5. Monitoring the success of programme (from two points of view - assessment of trainees and overall effectiveness of training programme) 6. The Trainer(s) (who they are; why they are good at their subjects) ...and finally, for a commercial training programme, of course... 7. Costings (how much it will cost, and payment terms) 2. Background- a bit about the organization and what the problem is Proposition- your suggestions on trainings to fit their needs. Use training stats to back this up. A Google search should help you find stats. Materials- what training materials will be provided? Timeline/budget- how much will it cost? how many will be served? Outcomes- how will program be evaluated? Try to give solid evidence here.

Examine the need for the training. Find what positions and departments the training would impact, why staff would use the training and how the company would benefit. For instance, conducting diversity training might allow the organization to apply for grants or conduct business with the government that otherwise would be unavailable. 2 List the specific objectives for the training. These goals explain how the training will affect the individuals, groups and company as a whole. For example, a workshop about closing the deals in a sales call might be expected to increase sales profits across the board. 3 Explore different organizations and individuals that give the kind of program you need. Ask for requirements regarding equipment and facilities, costs, availability and references. Check those references to see if the facilitators fulfilled prior clients' expectations. 4

Give options regarding costs if you are unsure of the budget. If a presenter's program runs all day but offers a shorter, hourly rate, list both in your proposal to give the reader choices. You don't want your proposal turned down solely on the basis of prohibitive cost. 5 List the specific activities that will take place. Explain as much as possible about each action including space, time and equipment requirements as well as how many people the activity is designed for. Activities might include lectures, Microsoft PowerPoint presentations, group brainstorming or QA sessions. 6 Explain how the organization will judge the effectiveness of the training. For a computer training exercise, for instance, all employees might complete a series of exercises after the training using material learned.

Read more: How to Write a Training Proposal | eHow.com http://www.ehow.com/how_7760415_write-training-proposal.html#ixzz1n7HxUEIg

1. Introduction - Essentially why the proposal is being sent 2. Background - How the request/proposal came about 3. Our understanding of the scope of the project - What we understand we have been asked to do i.e. what's in and out of scope 4. The Proposed Solution - What (in broad terms) we will do to meet the identified need (I often include course outlines under this heading) 5. Approach and Output - what we will do (activities) and what the deliverables (e.g. materials) will be 6. Fees - days and fees associated with the output, including terms and conditions, cancellation etc 7. Timescales - when we would need to start in order to meet the timescales specified, inc any interim points (milestones) 8. Assumptions and Pre-requisites - What we reasonably expect from the client to enable us to deliver 9. Benefits - Sumary of the benefits of us undertaking the work

8 Things you need to write a winning proposal

Jan 08 2012 01:36 AM | Carl Dickson in The MustWin Process

Its not a certain style. Its not a great layout. Its not enough time to do proofreading or to have one more draft. What you need is to know what to write about, the means to make sure it happens, and some way to know if what was written is what you want. What you really need is to:

Collect the right intelligence. In order to do the best job of proposing the best outcomes for the customer, you need to have an information advantage. Collecting the right information is as much about knowing what information to collect as it is how to get it. Turn what you learn into something you can use in the proposal. You may think youve done a good job of collecting intelligence, but how does that impact the proposal? How do you turn it into black ink on paper? You have to collect it in the right format, and assess it with the proposal in mind. Have the right goals and action items, in the right sequence. Information should build on itself over time. But only if you get the sequence right. The things you need to do all have dependencies. For example, customer contacts and relationships, positioning, competitive assessments, and teaming are all inter-related. You need to do first things first. Get everyone on the same page. More people will touch the proposal than you realize. You need to get them all working together, sharing the same vision, and knowing what to do. Have or develop the best offering. Pretty words will not help if you offer the wrong thing at the wrong price, or if someone else offers something better. Incidentally, knowing what to offer takes you back to collecting the right intelligence. Have a means to measure progress. You need to know if you are on track. And if you get off track, you need to know by how much so you can do something about it. You need to know before you run out of time. That means you need to plan what is going to be written in such a way that you can measure progress against the plan. This takes more than an annotated outline. Define and measure quality. You need to know whether the proposal is any good while there is still enough time to do something about it. But it starts with being able to define what the right proposal is. If you cant do that, then youre not even aiming at the right target. This means you have to have the quality criteria defined before you start writing, so that the writers know what target to aim at. If you do this, then not

only do writers and reviewers work with the same set of quality criteria, but those same quality criteria give you a means to measure proposal quality. Turn the art into a science. Measuring progress and quality means being able to quantify it. Both can be done if you have the right definitions. Collecting the right intelligence and turning it into something you can use in the proposal can both be measured. In addition to gaining progress and quality measurements, you also gain metrics that you can collect across a number of proposals to determine what correlates with your win rate. Instead of simply going by the gut feel of experienced people, you can actually make decisions based on hard data.