Project Submission

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Once a Reserve or Standard Allocation is launched, the Country HFU will activate the "Allocation" segment in GMS for AGENCY/PARTNERS whose Due Diligence / Application have been approved. Then the AGENCY/PARTNER will be able to submit a standard (call for proposals) project proposal or reserve project proposal, depending upon the type of project they are submitting their proposal for.

Eligible implementing partners prepare project submissions that address the priorities outlined in the allocation paper. CBPFs can request project concept notes or full project proposals. The practice of using concept notes is encouraged, particularly for large allocations as it will allow for a rapid strategic review. Project concept notes (or project proposals) are submitted for consideration by the fund through the GMS (see Annexes 30, Concept Note and 35, Project Proposal templates of the Guidelines).

The Strategic Response Plans (SRP) contains the Calls for Proposal which may be sent via email by Cluster or Country HFU. In order to receive these correspondences, an Organization must be a member of the Cluster / SRP List or pre-vetted (registered) with OCHA. Contact Country HFU for further details.

How to create a Project Proposal or Concept Notes Top

Once an Implementing Partner has logged onto their respective GMS platform, and then their home page, on the left hand corner is 'Create New Project Proposal', click on the 'New Project' icon

Home Page – Create a 'Call for Proposal' project OR 'Rolling Basis' project

  1. Create New Project Proposal (Either a 'Standard' Call for Proposals Project OR 'Reserve' Rolling Basis Project.

How do I fill out a Project Proposal Top

  1. Once an Implementing Partner has click on 'Create a New Project' on the Home Page, they will be led to the following 'Creation of Project Proposal' window. Fill out the Project Details as enlisted and note that fields with an asterisk (*) are required fields.

CREATION OF PROJECT PROPOSAL

  1. Next, depending on whether it is a project proposal you are submiting or a concept note, the following module should appear. In step number 3, a chart has been provided to show what information is needed for project proposals within each of these tabs, verses what is required for concept notes.

    Comparing requirements for concept notes against a project proposal

  2. Depending upon whether you are submitting a full project proposal verses a concept note, you will be required to provide the following information. Please note, items with an asterisk (*) are required fields. The Sections within this chart (column one), correlates to the tabs within this GMS module; whereas the second and third columns are the actual fields within those tabs.

The User will see the above tabs to populate.

Each tab is described in detail. Positioning the curson on the ? icon will provide a description of the field.

Also, please note the user's ability to PRINT their project proposal OR concept note with Comments in the upper right hand corner.

This can be done in PDF, WORD OR HTML format. Once you have selected whether to print the Project Proposal or Concept Note and indicated by clicking on the checkbox if you want to also include the last 5, 10, 15, 20 or ALL last comments, select the file format of your choice.

Cover Page - Concept Notes Submission Top

Cover Page - Project Proposal SubmissionTop

SECTION I: COVER PAGE - Field Description

On the project cover page, the number of direct beneficiaries must be greater than the sum of all the other beneficiaries for each column, i.e. Men, Women, Boys, and Girls.. The beneficiaries entered by location must sum up to the total direct beneficiaries on the cover page. The total specified on the cover page is included in the validation message on the locations tab for convenience.

You can also modify the exisiting cluster or add new cluster by clicking on the Modify Cluster button.

Change the cluster by selecting the desired cluster from the dropdown box. Add another cluster by clicking on the icon. If you wish to remove a cluster use the icon. The percentage total should be equal to 100.

Click on the Validate Impact button to view the project impact if the clusters are changed.

Click on the Save button to save the changes made.

* Please Note: After all information has been entered within this tab, please remember to click on 'Save & Stay' to save work and move on to the next tab, or 'Save & Exit' if you wish to save and exit the module.  Also, please note that * indicates a required field, and by hovering over the ? it provides a description of what information to enter into a particular field.

GMS will now validate the “Planned project duration”-dropdown menu and the “Planned End Date” entered by the user when saving the data, making sure that the end date is in accordance with the duration. This is to avoid incorrect dates entered unintentionally.

The system will warn the user if a mismatch is found, as shown below.

The system will consider the last 15 days or more as an additional month when making this comparison. E.g. 1st Jan to 20th March will be considered as a 3 months project, whereas 1st Jan to 10th March will be considered as 2 months.

Background Top

SECTION II: BACKGROUND - Field Description

* Note: After all information has been entered within this tab, please remember to click on 'Save & Stay' to save work and move on to the next tab, or 'Save & Exit' if you wish to save and exit the module.

Field Descriptions:

Logical Framework Top

SECTION III: LOGICAL FRAMEWORK - Field Description

The IP needs to enter cluster objectives for each cluster and choose the available SRP objectives for each objective. Before the IP can fill this information, the HFU needs to make sure that the SRP objectives are linked to the appropriate Sector Specific Objectives in the Allocation Type Configuration so that the necessary data is populated in both the dropdowns.

* Note: After all information has been entered within this tab, please remember to click on 'Save & Stay' to save work and move on to the next tab, or 'Save & Exit' if you wish to save and exit the module.

Please note the following:

  1. Therefore within the Logical Framework tab, please conduct the following: Please click on the 'Add Outcomes' button and

  2. Then enter Outcome text within the textbox provided. Once done, press 'Save'.

  3. Click on the 'Add Output' button.

  4. Enter 'Output' text and 'Assumptions and Risks' text within the textbox provided. After completed, press the 'Save' button.

  5. Click on 'Add Indicator' button to add a Standard Indicator.

  6. In the 'Add Indicator' window, select the Indicator Type radio button that specifies the type of indicator you are adding either 'Standard' or 'Custom'.
    Afterwards, select the Cluster that this indicator belongs to;
    Next, select the Indicator; (Note: For Standard Indicator, drop down menu options will appear here, for Custom Indicator this will be a textbox – Char (4000 Max)
    Next in the textbox provided, provide the 'Means of Verification';
    Lastly, provide the 'Targets' the end-cycle targets (beneficiaries) total amount.

 

Please Note: 1 standard indicator is required for each output. 

Helpful Tip: The more the standard indicator is used the better, as they are agreed with clusters and it will help aggregation of indicators later on. 

 

Field Descriptions:

Please refer to the above field description chart for subsequent Outcomes, Outputs, Activities and Indicators.

Work Plan Top

SECTION IV: WORK PLAN

* Note: After all information has been entered within this tab, please remember to click on 'Save & Stay' to save work and move on to the next tab, or 'Save & Exit' if you wish to save and exit the module.

Field Descriptions:

Monitoring and Reporting Top

SECTION V: MONITORING AND REPORTING

Implementing partners to CBPFs are expected to have adequate internal mechanisms for project management, reporting and monitoring. The capacity of each organization will be verified during the capacity assessment, the project approval process and finally during the monitoring and reporting phase. The purpose of monitoring is primarily to assess progress made towards set targets and to verify the accuracy of reporting submitted by recipient organizations. Implementing partners describe the tools they intend to use for project monitoring in the project proposal. The monitoring plan should describe what type of monitoring tools that will be used to satisfy the minimum standards set out in the operational modalities.

* Note: After all information has been entered within this tab, please remember to click on 'Save & Stay' to save work and move on to the next tab, or 'Save & Exit' if you wish to save and exit the module.

Field Descriptions:

Roles and Responsibilities

The HC is responsible for ensuring that a representative sample of projects funded under a CBPF is effectively monitored through appropriate monitoring modalities. The OCHA HFU is further responsible for coordinating monitoring efforts and ensuring that monitoring of projects is carried out. The costs for monitoring are either covered as part of the OCHA Country Office cost plan or as a direct cost of the fund. In cases when the cost is part of the OCHA Country Office cost plan, the HFU shall calculate the expected costs of monitoring and reporting related activities based on the target and timeframe. These costs shall become part of the OCHA Country Office cost plan, and therefore be covered by the Country Office budget. The HFU coordinates and participates in field monitoring visits and should work closely with clusters in devising procedures related to monitoring. A monitoring plan should be developed by the HFU at the time allocation decisions have been made. The monitoring plan may be adjusted depending on changes in the operational context and information gathered through reporting.

Cross Cutting Issues and Other Information Top

SECTION VI: CROSS CUTTING ISSUES AND OTHER INFORMATION

GENDER

Implementing partners to CBPFs should ensure that projects are designed, implemented, monitored and evaluated considering the specific needs and constraints faced by women, girls, boys and men. In order to do so, CBPFs encourage the use of existing tools that are available at the systemic level to promote sound gender analysis and gender integration in projects. In this regard, implementing partners should ensure routine collection, collation and utilization of sex and age disaggregated data and information in the whole project cycle.

The IASC Gender Marker is utilized by all CBPFs throughout the programme cycle: prospective partners are required to indicate the Gender Marker code as part of the project proposal, and to report on how gender and GBV was addressed during implementation. Beneficiary numbers should be broken down by sex, age and other diversifying factors whenever possible. At the reporting stage, implementing partners are required to describe how projects have contributed to promoting gender equality, including the prevention and response to Gender Based Violence.

Accountability to Affected Populations (AAP)

CBPFs are committed to ensuring that funded projects adhere to the highest possible quality standards. As part of this effort, implementing partners are encouraged to incorporate the various existing Accountability to Affected Populations (AAP) modalities into the design, implementation, management and monitoring of projects. At the project proposal stage, implementing partners are asked to describe how affected populations and specific beneficiaries have been and will be involved throughout the project cycle. CBPF reporting and monitoring procedures will seek to verify how this has been applied throughout project implementation. This will include, for the projects that will be monitored, making an assessment of the level of participation and access to information by project beneficiaries.

* Note: After all information has been entered within this tab, please remember to click on 'Save & Stay' to save work and move on to the next tab, or 'Save & Exit' if you wish to save and exit the module.

Field Descriptions:

Budget Top

SECTION VII: BUDGET

* Note: After all information has been entered within this tab, please remember to click on 'Save & Stay' to save work and move on to the next tab, or 'Save & Exit' if you wish to save and exit the module.

Field Descriptions:

There are following fields on Budget tab:
  • Budget line description – Description text explaining what the money is spent on
  • D/S – Direct/Support – Indicates whether this expense is a direct expense towards the project implementation (e.g. salary of a hired professional) OR support cost (e.g. health insurance of the employees)
  • Unit Quantity – number of items needed
  • Unit cost – Cost of each item
  • Duration – number of days/months this particular item is needed in case it is repetitive
  • % charges to CHF: percentage of this expense applied to the current project. This is necessary sometimes for international organizations have multiple ongoing projects with shared resources. E.g. a country director would not spend his 100% of time in one project when heading a number of projects at the same time

The budget line breakdown feature has been introduced on the “Budget”-tab which can now be utilized by the IPs. This feature lets IPs add the breakdown for a budget line. Once a budget line is saved a blue icon will appear at the end (as shown below), that will open the breakdown dialog box.

 
 

Once the breakdown details are added, the system will recalculate the unit cost value as total cost / (unit quantity * duration). After the user closes this box, the system will update the numbers on the line on the “Budget”-tab. Once a line is broken down. the user cannot edit the unit cost and unit quantity for that line on the budget tab itself. The duration and % applied to CHF must be same for all the breakdown lines.

The breakdown data can be exported in Excel using the Export Budget Report link. The downloaded Excel will have each line's breakdown in a separate sheet identified by the budget line number as shown below:

Please Note the following

-  The audit cost field should be left empty by the Implementing Partner. (The maximum for PSC is 7%). The PSC cost is now a mandatory field on the “Budget”-tab in Project Proposal. If there is no PSC applicable, the IP should enter 0.

-  The Implementing Partner must inidcate for each line if the cost is direct or support. This is not to limit the % of support costs but to do a cost analysis of projects. Direct costs are those that go directly to beneficiaries, while support costs are all other costs.

 - Should a user wish to export their budget report and work on it offline, to return and populate this Bugdet Tab they may do so by clicking on the 'Export Budget Report' button located on the top right corner of the tab.

-  The BoQs should be attached in the Documents tab 

-  Every budget line needs narrative underneath

 

 

Rationale and Basic Principles of the Project Budget

A clear segregation of duties underpins the preparation, review and clearance of the project budget. This is critical to preserve the country-driven nature of CBPFs and necessary to ensure central and internal controls to reduce the risk of approving erroneous or inappropriate project budgets (e.g. miscalculations, inconsistency, and lack of transparency or admission of ineligible costs). In this regard, fund managers in the field, certifying finance officers at headquarters, and implementing partners have specific roles and responsibilities, as follows:

The role of implementing partners in the budgeting process is to:

  1. Provide a correct and fair budget breakdown of the planned costs that are necessary to implement the activities and achieve the objectives of the project.
  2. Use and comply with the budget template (Annex 34, Project Budget and Financial Reporting Tool) and guidance provided by OCHA for the classification and itemization of planned costs.
  3. Provide a budget narrative (as an essential component of the budget) that clearly explains the object and the rationale of any budget line. For example, shared costs, large/expensive assets, and costs/equipment required to support the regular operation of the implementing partner, are clear cases where the provision of details will be necessary in the budget narrative.

Eligible and Ineligible costs

Eligible costs

The following attributes define the nature of eligible costs:

- Must be necessary and reasonable for the delivery of the objectives of the project.
- Must comply with the principles of sound financial management, in particular the principles of economy, efficiency, effectiveness, transparency and accountability.
- Must be identifiable in the accounting records and backed by original supporting evidence as incurred in accordance with the approved project proposal and period.

These may include:

  1. Costs of staff (including salaries, social security contributions, medical insurance, and hazard pay for high-risk locations) involved in the management and implementation of the project. Salaries and costs may not exceed the costs normally borne by the implementing partner in other projects.
  2. Costs for consultancies involved in the implementation of the project.
  3. Support staff costs at country level directly related to the project may be included.
  4. Travel and subsistence costs directly linked to the project implementation for project staff, consultants, and other personnel that may also be eligible, provided the costs do not exceed those normally borne by the implementing partner.
  5. A contribution to the implementing partner's Country Office costs, as shared costs charged on the basis of well explained calculation and a reasonable allocation system. Shared costs must be itemized.
  6. The financial support to beneficiaries, including cash and voucher based distribution.
  7. Purchase costs for goods and services delivered to the beneficiaries of the project, including quality control, transport, storage and distribution costs.
  8. Costs related to non-expendable items (assets) such as equipment, information and technology (IT) equipment for registration and suchlike field activities, medical equipment, water pumps and generators, etc.
  9. Expenditure incurred by the implementing partner related to the award of contracts required for the implementation of the project, such as expenses for the tendering process.
  10. Costs incurred by sub-implementing partners, directly attributable to the implementation of the project.
  11. Other costs deriving directly from the requirements of the grant agreement such as monitoring, reporting, evaluation, dissemination of information, translation, insurance etc., including financial service costs (in particular bank fees for transfers).

Ineligible costs

The following costs are ineligible:

  1. Costs not included in the approved budget (taking into consideration duly approved budget revisions).
  2. Costs incurred outside the approved implementation period of the project (taking into consideration duly approved no-cost extensions).
  3. Debts and provisions for possible future losses or debts.
  4. Interest owed by the implementing partner to any third party.
  5. Items already financed from other sources.
  6. Purchases of land or buildings.
  7. Currency exchange losses.
  8. Cessions and rebates by the implementing partner, contractors or staff of the implementing partner of part of declared costs for the project.
  9. Government staff salaries.
  10. Hospitality expenses, provision of food/refreshments for project staff (not including water and hospitality for trainings, events and meeting directly related to project implementation).
  11. Incentives, mark-ups, gifts to staff.
  12. Fringe benefits such as cars provided by the organization to staff, individual full housing allowance and the like.
  13. Fines and penalties.
  14. Duties, charges, taxes (including VAT) recoverable by the implementing partner.
  15. Global evaluation of programmes.

Other Types of costs:

On a case-by-case basis and depending on the objectives of the fund, the fund manager retains the flexibility to consider the following costs as eligible:

  1. Government staff training as a component of a project activity that contributes to the achievement of the overall project objectives.
  2. Visibility material of the implementing partner directly related to projects funded by CBPFs.
  3. International travel costs when directly linked to the delivery of the project objectives. When international travel costs are requested to support additional activities outside those of the project, such costs can only be considered if they are well justified and in the proportion attributable to the project.

On a case-by-case basis and depending on the objectives of the fund, the fund manager retains the flexibility to consider the following costs as eligible:

  1. Government staff training as a component of a project activity that contributes to the achievement of the overall project objectives.
  2. Visibility material of the implementing partner directly related to projects funded by CBPFs.
  3. International travel costs when directly linked to the delivery of the project objectives. When international travel costs are requested to support additional activities outside those of the project, such costs can only be considered if they are well justified and in the proportion attributable to the project.
  4. Vehicles.
  5. Depreciation costs for non-expendable/durable equipment used for the project for which the cost is not funded in the current budget or prior CBPF funding.
  6. Equipment for the regular operations of the implementing partner.
  7. Recurrent costs for the implementing partner's current operations.

Direct and Indirect Costs

There are two categories of eligible expenditures: direct costs and indirect costs.

Direct Costs

Direct costs have to be clearly linked to the project activities described in the project proposal and the logical framework. They are defined as actual costs directly related to the implementation of the project to cover the costs of goods and services delivered to beneficiaries, and the costs related to the support activities (even partial, such as a security guard or a logistician partially working for the project), required for the delivery of services and the achievement of the project objectives.

Direct costs include:

  1. Staff and related personnel costs, including consultants and other personnel.
  2. Supplies, commodities, materials.
  3. Equipment.
  4. Contractual services.
  5. Travel costs, including transportation, fuel, and daily subsistence allowances for staff, consultants and other personnel linked to the project.
  6. Transfers and grants to counterparts.
  7. General operating and other direct costs including security expenses, office stationary, and utilities such as telecommunications, internet, office rental and other direct costs, including expenses for monitoring, evaluation and reporting, related to the implementation of the project.

Indirect Costs

Indirect costs are referred to as Programme Support Costs (PSC). PSC are all costs that are incurred by the implementing partner regardless of the scope and level of its activities and which cannot be traced unequivocally to specific activities, projects or programmes. These costs typically include corporate costs (i.e. headquarters and statutory bodies, legal services, general procurement and recruitment etc.) not related to service provision to a particular project. PSC is charged as a maximum 7 per cent of the approved direct expenditures incurred by the implementing partner. Programme Support Costs of sub-implementing partners associated to the implementation of a specific project should be covered by the overall maximum 7 per cent of the actual project expenditures. Indirect costs do not have to be itemized in the project budget.

Shared Costs

Sharing costs between different donors and projects under a country programme of an implementing partner is an acceptable practice for CBPFs. The implementing partner may share certain Country Office costs to different uses and projects, for example staff, office rent, utilities and rented vehicles. The following guidance shall be observed when including shared costs in the project budget:

  1. All shared costs must be directly linked to the project implementation.
  2. All shared costs shall be itemized in the budget, following standard accounting practice and based on a well-justified, reasonable and fair allocation system, to be clearly explained in the budget narrative of the project and to be assessed and approved by the HFU in the OCHA Country Office.
  3. The implementing partner should at any time be able to demonstrate how the costs were derived and explain in the project proposal/logical framework how the calculation has been made (e.g. pro-rata, averages).
  4. For staff-related costs, if a position is cost-shared, the percentage of the monthly cost corresponding to the time that the person will dedicate to the project shall be budgeted30. It is not acceptable to have portions of a unit for staff costs, only percentages are acceptable.
  5. Non-staff shared costs should be shared on the basis of an equitable cost allocation system31. Accordingly, the percentages in the budget are to be assessed and approved by the HFU in the OCHA Country Office.

Guidance on the Itemization of Budget Lines:

Each budget line requires the cost breakdown, as follows:

  1. Itemize each national and international staff, consultants and other personnel by function and provide unit quantity and unit cost by monthly or daily rates for each staff position32
  2. Provide unit or quantity (e.g., 10 kits, 1000 metric tons) and unit cost for commodities, supplies and materials to be purchased. The budget narrative should be used to account properly for specifying the applicable unit of reference (length, volume, weight, area, etc.).
  3. Provide technical specifications for items whose unit cost is greater than US$10,000.
  4. Provide technical specifications for those items whose unit costs can greatly vary based on those same specifications (e.g., for generators, a reference to the possible range of power would be sufficient to properly evaluate the accuracy of the estimated cost).
  5. Provide details in the budget narrative for contract so that the object of the contract results clearly identified.
  6. Itemize general operating costs (e.g. office rent, telecommunications, internet, utilities)
  7. Estimates can be accepted in travel, as long as the calculation modality of the estimate is described reasonably in the budget narrative (e.g., providing estimates on the number of trips and average duration in days, daily subsistence allowance (DSA) rates, etc.).
  8. National travel: estimate number of trips and cost per trip.
  9. International travel: estimate number of trips and cost per trip.
  10. Provide the list33 of items included in kits whose individual value is equal to or less than US$50.
  11. Provide list of items and estimated cost per item for kits whose individual value is greater than US$50.
  12. Provide the list of items for globally standardized kits (this does not include standard kits agreed upon in each country) like Post-exposure Prophylaxis (PEP) kits, Interagency Emergency Health Kit (IEHK2011), etc.
  13. In the case of construction works, only the labor costs and known essential materials shall be budgeted and itemized, providing unit/quantity and unit cost. The budget narrative should explain how construction costs have been estimated on the basis of a standard prototype of building (latrine, health post, shelter), type of materials (wood, prefabricated, brick/cement/concrete) and formula or rationale used to estimate construction costs (e.g. per square foot or meter, previous experiences, etc.).

Cost-shared staff positions whose existence is intended to last the entire duration of the project should be charged for the entire period and charged in percentage against the project (half of the cost of a guard, in a 12 months project, should be budgeted at 50% of the monthly salary for 12 months). Durations shorter than the project are acceptable only if the position is not intended to last for the entire duration of the project. When recording expenditures the partner will retain the possibility to do it, within the budgeted amount, according the modalities that better suits its preferences (charging 100% of the guard for 6 months).

This should be calculated as a percentage against the overall amount of the shared cost and charged in percentage to the project. It is preferable to charge shared costs for the entire duration of the project. When recording expenditures the partner will retain the possibility to do it, within the budgeted amount, according the modalities that better suits its requirements (e.g.: to cover half of the rent of an office in a 12 months project, the partner should budget the rent for 50% of the monthly cost for 12 months period. Then the partner retains the possibility to pay the full rent of the office for 6 months with the allocated budget).

Staff positions must be charged per unit. When staff costs are only partially charged to the given budget this must be reflected in the percentage (50% of a staff, and not half of a staff at 100%).Operational Handbook for Country-based project implementation providing quantity and unit cost. A lump sum for operating costs is not acceptable.

Expenditure is eligible from the date of signature by the implementing partner, which marks the entry into effect of the grant agreement.

Budget Modifications

Changes in a project can be required due to various reasons and may have different consequences to the project's scope, duration and budget. Variations of all forms must be brought to the fund manager's attention. The fund manager will assess whether the proposed changes need formal written authorization, whether an amendment to the initial grant agreement is necessary. Budget line variations within the same category, not affecting the total value of the category, are acceptable without previous consent.

Location Top

SECTION VIII: LOCATION

* Please Note:   In regards to the percentage of the budget allocated and number of beneficiaries for each location:  Estimated percentage of budget has to equal 100%, whether it is for one location or 100% is breakdown down into many locations.  If possible, please also include the estimated beneficiaries for each location, although this is not mandatory.   

The beneficiaries entered by location must sum up to the total direct beneficiaries on the cover page. The total specified on the cover page is included in the validation message on the locations tab for convenience.

After all information has been entered within this tab, please remember to click on 'Save Location' in between multiple location entries and to proceed to the next tab.

Field Descriptions:

Documents Top

Within the Documents tab, a user can upload documents pertaining to their project proposal.

* Please note that the file types allowed in the system are .docx,.pdf,.doc,.jpg,.gif,.xls,.xlsx.  Also, that the maximum file size allowed is 4.86 MB.

By clicking on the 'Add Document' button, a Upload Document window will appear. Within this window the user will be prompted to select from the Category a list of document types like 'Budget Documents', 'Project Supporing Documents' etc.

Select the Category type that best represents the type of document you are trying to upload. Next, click on the 'Choose File' button to find the current location of the document you are uploading. Lastly, as an option you have the opportunity to add Document Comments in the textbox provided. Once at least the Category and Attach Document segments has been completed, click on the 'Upload' button to upload the desired document.

On clicking on the Download All Files button the user can download all files present on this tab as .zip-file. This may be of great convenience when sharing documents for audits, for example.

The downloaded files are categorized inside separate folders, named as per respective document category:

Project Tracking Top

SECTION X: PROJECT TRACKING

Redraft a Project Proposal Top

If an Implementing Partner has received back a project proposal for re-draft, the IP should receive a email alert indicating that the project proposal has been sent back for re-draft. If so, the IP is to log into GMS, go to their Home Page and select edit Edit icon next to the project in need of being redrafted.

When you get back into the project proposal, any tabs that have comments left on it, will have an comments comments icon that appears next to the tab name. At the bottom of the tab, you will see the comment message, also who it was made by, the time stamp of when it was made, and under what project workflow status. Review the comments and make the necessary changes.  Once you are satisfied that all comments are complete, please resubmit your project proposal.

 

Making Comments:

A user with read-only rights to a project proposal, can make comments at the project level as well as at the project proposal tab level.

To make comments at the project level, the user is to first log into GMS, and select the desired project within their Home Page. Once within the desired project proposal, click on the 'Add Comments' hyperlink, located at the top left corner of screen. Once you have clicked on this link, a Project Comments window will appear. Add your comments in the space provided and press 'Save' when done.

To add comments at the tab level, either go to the bottom of the tab and enter the comments within the comments section provided. Or click on the comments icon located on the lower right margin of the screen. After comments are made, please do not forget to press 'Save'. Once you click on the comments icon, a comments window will appear, enter comments within this window and press 'Save'.

Viewing Comments:

A user can view comments that have been made on the project proposal by clicking on the 'More Comments' hyperlink to review 'Workflow Status Comments'.

Or at the bottom of each project proposal tab, view the comments trail provided within. The comments trail will provide you with who made the comment, the date and time stamp of the comment, the workflow project status in which the comment was made, and the comment itself.

<What Next?> Top

When you are done filling out your Project Proposal, press 'Submit'.

Afterwards, you may leave a comment if you so wish and click on 'yes'.