Anytime efforts are made to fund projects and programs, numerous people will be applying for the same funds. Additionally, all of the projects must be approved by the financial institutions involved in addition to by GIDIFA and Honorable Angel Ferdinand Marcos. As such, there are requirements that will have to be submitted in order to qualify for funding through GIDIFA. The documents as are outlined on this page are the minimal requirements for project registration and submission. All documents should be comprehensive and complete if they are to be considered for funding. Applicants must be prepared to travel at their own expense to the Philippines to finalize any and all funding considerations, agreements and contracts. When the documentation is completed, it can be sent via email to admin at gidifa dot org.
The Feasibility Study should have been completed before proceeding with a business plan in order to determine whether or not the project is viable. It should be completed long before delving into the paperwork necessary for the Business Plan and the Master Plan in order to ensure that none of that effort is wasted. The feasibility study should provide for an objective and comprehensive overview of the projects. It should clearly identify the strengths and weaknesses of the project and provide viable, effective solutions to any and all of the areas of concern. In short, the feasibility study will prove that all of the potential trouble areas have been examined closely and objectively and dealt with in a reasonable and viable fashion. This document should be written in such a way as to allow anyone who may have a need to review your project, to see that each and every potential for concern has already been sufficiently examined and addressed.
The example for the Feasibility Study as included here is designed for the purposes of a full Community Development given that GIDIFA does seek to utilize this as a primary means for the eradication of poverty. However, there is no “blanket-solution” or single, ideal example. Those persons seeking funding for technologies or in other capacities of support may wish to take a different approach bearing in mind the ultimate goal of ensuring the funders that all of the potential areas of concern have been adequately addressed,
For those projects that will directly impact the local economic and financial systems, an Economic Impact Study should be included, especially in cases wherein local indigenous and/or other underclass citizens will be receiving direct benefits. An Economic Impact Study should examine the effect of a project on the economy in a specified area, ranging from a single corporeal entity to the whole of a Community Development. It usually measures changes in business revenue, business profits, personal wages, and/or jobs. The economic event analyzed can include implementation of a new policy or project, or may simply be the presence of a business or organization. An economic impact analysis is commonly conducted when there is public concern about the potential impacts of a proposed project or policies of the Community Development.
In addition to the types of impacts, economic impact analyses often estimate the sources of the impacts. Each impact can be decomposed into different components, depending on the effect that caused the impact. Direct effects are the results of the money initially spent in the study region by the business or organization being studied. Both should be included in any Project Funding Proposal and as part of the Project Registration Package. This includes money spent to pay for salaries, supplies, raw materials, operating expenses and other administrative costs.
The direct effects from the initial spending creates additional activity in the local economy. Indirect effects are the results of business-to-business transactions indirectly caused by the direct effects. Businesses initially benefiting from the direct effects will subsequently increase spending at other local businesses. The indirect effect is a measure of this increase in business-to-business activity (not including the initial round of spending, which is included in the direct effects)
Induced effects are the results of increased personal income caused by the direct and indirect effects. Businesses experiencing increased revenue from the direct and indirect effects will subsequently increase payroll expenditures (by hiring more employees, increasing payroll hours, raising salaries, etc.). Households will, in turn, increase spending at local businesses. The induced effect is a measure of this increase in household-to-business activity. Finally, dynamic effects are caused by geographic shifts over time in populations and businesses.
The Executive Summary should not be more than three pages in length but it should make your project, your service and/or your product stand out. Sell your project in the opening paragraph and explain what makes it different from the hundreds or thousands of other people making the same proposals for funding. (Yes, there really are hundreds or even thousands of people with the same, or at least strikingly similar ideas, concepts and/or visions)
Use the Executive Summary to explain how your project directly and indirectly benefits the underclass citizens of the world but bear in mind, job creation in and of itself is not necessarily a direct benefit for the poor in all locations. There are many locations throughout the world where a college or university level degree is mandatory for even the most menial of jobs. In such locations, your project should provide at least some means for educational, vocational and/or technical training for the local underclass citizens in order to ensure that they are directly receiving benefits in this regards. In locations where this is not an issue, other provisions need to be included to provide benefit for the underclass citizens of the local region(s).
The Executive Summary should also include a brief summary of the Management team, though more details should be included in the Feasibility Study and/or the Master Plan. This section should include The administrative management team of the Project Owner in addition to comprehensive details about the Project Management team itself. Personal Curricula Vitae and/or a Resumé for each and every member of the management team should be included either as a separate section within these reports and/or as an attachment within the supporting documentation. It is strongly advised that a Project Management Team should have relevant experience in both the fields of expertise required for the project as well as experience relevant to everything necessary to successfully implement the project. Members of the Project Management Team may change during the introduction of different phases of the Project Implementation but all prospective management personnel should be included within these reports.
The Master Plan is similar to a strategic business plan which guides the development or growth of a successful project. The Master Plan that needs to be submitted, will, by necessity, include the contents of two Master Plans in a single document. The first section of the Master Plan should be the Master Plan for any and all construction as needs to take place for the project. In the case of full Community Developments and other large construction projects, this would include every aspect of the construction phases including excavations and in some cases, even the initial land purchases. This section should include every aspect of the preparations necessary to get your project up and fully operational. (Note: FULLY operational, not just to get the project started) Thus, it may be that portions of the first section of the Master Plan will overlap some of the second part.
The second part of the Master Plan should be a comprehensive summary of the actual project implementation through to the point where the project is at such a stage where it can, by all reasonable expectations, be considered to be fully sustainable. The opening phases of the actual project implementation will take place at the same time as construction continues in many cases. In such instances, the two portions of the Master Plan will inevitably cover many of the same issues and concerns. The inclusion of all of the relevant information in both portions ensures that everything will be made known to the relevant parties who will be deciding who does and who does not qualify for funding.
The Business Plan should be drawn up for the actual business portion of the Project(s) being funded. As such, it should be a comprehensive overview containing all of the details of the administration of the business itself. In the case of community developments, it should accurately reflect the opening phase of operations through to the phases that will open up as construction is completed and business and other institutions begin to open up all the way to the point where the community development is fully operational and sustainable economically, socially and environmentally.
The Business Plan needs to outline the corporate/foundational structure in detail including a breakdown and analysis of accounting and accountability for any and all of the portions of the community development owned by the parent foundation and/or corporation.
In many instances, the Corporate Entities will be owned by the parent foundation or organization. This is not done as a matter of greed or for the provision of multiple income streams for the project owner(s). Rather, this is done to provide direct service and benefits to the members and/or citizens of the community developments direct and immediate access to the basic necessities of life at literal wholesale prices or even at no cost whatsoever to the end-user or beneficiary. In such cases, there needs to be a business plan included for each and every business that will be incorporated into the parent foundation and/or organization before such a time as funding will be made available for that portion of the project(s).
Budgets and budget requirements need to be drawn up to give a complete view of any and all of the relative expenditures for the project(s) being funded. For cost control on a project, the construction plan and the associated cash flow estimates can provide the baseline reference for subsequent project monitoring and control. For schedules, progress on individual activities and the achievement of milestone completions can be compared with the project schedule to monitor the progress of activities. Budget Planning is one of the most complex and involved processes involved in the qualification for funding. It is highly recommended that the Project Manager work closely with the people who are creating the budget. A poorly planned budget can not only prevent initial funding, but can result in legal and financial problems for the project owners and project managers on humanitarian projects that have been funded. All projects and more specifically, project budgets, will be subject to regular accounting and audits conducted by the Project Manager, by GIDIFA and by a third-party auditing firm as shall be selected by GIDIFA.
The Drawdown Schedule must be included to ensure that sufficient funds will be made available for the continued and successful implementation of operations for the purposes of a successful completion of the project(s). Drawdown Schedules will vary based on the type of funding that is acquired for a particular project. In cases of Turnkey Contracts, the funding will not come from the funder until such a time as the project(s) has reached such phases of completion as have been agreed upon for the provision of funds from the funder. In such cases, it is often necessary and/or beneficial to utilize third party funding for the continued operations within the phases of a project. The Drawdown Schedule must include data relevant to the expenditures of the project receiving funds only to the extent that it comes directly from GIDIFA. For example, if a project is conducted on a Turnkey Bases, the initial operational expenses may be requested in addition to a certain amount of funding to be provided upon the completion of each phase of project implementation as should be negotiated for and defined in the final version of the Funding Agreement. An overall project budget is necessary in order to assist in deciding what type of funding and agreements will be entered into by the parties and to determine the overall level of funding necessary for the successful completion of the project(s).
While it may seem to be an overly simple and basic question, many projects, even those that are ready for funding, still require licensing, sometimes land purchases and other considerations to be fulfilled before the actual terms of the project itself can be implemented. As such, it is necessary to spell out in the supporting documentation, exactly when the projects will be “shovel ready” and able to begin putting people to work and providing benefits for the underclass and other citizens of the region. This portion should include a comprehensive list of every step that needs to be completed before the project can reasonably be declared to be operational.
Each and every phase of the project should have specific goals and accomplishments associated with it. Simply stating that a project “should be” complete in “a few years” is not going to suffice. An accurate measure of goals for each phase along with the logistical support necessary to attain such goals and accomplishments should be included in the supporting documentation. Any and all contingencies that have been put in place should there be extenuating circumstances that have prevented any project phase from being completed on time or on budget.
Who is the Project Owner? What is their background? This section should include a comprehensive Curricula Vitae and a biography of the Project Owner.
Who is the Project Manager? What is their background? This section should include a comprehensive Curricula Vitae and a biography of the Project Manager. If the Project Manager is an existing corporate/organizational entity, a Corporate Portfolio and Background should be included.
This section should include a comprehensive Curricula Vitae and a biography of all of the Project Management Team for the construction phases of the Project Implementation on through to the Project Administration and Management who will oversee and manage the finalized and completed project(s).
A Bibliography of all relevant data and statistics should be included in all such documents, especially those in which considerations are made for the local economy and the potential impact on the poor, the underclass and the local ecosystems and environment.
Any and all such licenses as have been obtained and shall be required throughout the construction phases of the project in addition to the necessary licensing for the final, operative project upon its completion.
What plans have been implemented to create insurance and/or bonds during the construction phase and for the actual operation of the finalized and successfully completed project(s)?
What are the benefits of the project to the poor, the underclass, the environment and local ecosystems or other benefits directly attributable to the project(s)? Are the benefits to the poor people of the world direct or indirect in nature? Who are the beneficiaries of these benefits? This section should include a comprehensive look at how the project(s) benefit the surrounding area.
Membership in GIDIFA is a requirement of Project Funding but will be included in the negotiations for the actual funding agreements.