Approaching IDRC
Standard content of preliminary proposals
Types of projects and partnerships
The role of program officers
Project idea review and approval
Evaluation of proposals or ideas

Approaching IDRC
Individuals or research centres interested in IDRC support should begin by familiarizing themselves with IDRC's approach and program priorities. We strongly recommend that you contact a program officer working in the most relevant IDRC program area early on in your deliberations to ensure closeness of fit between your area of interest and IDRC's program priorities.

Alternatively, you may initiate contact by sending in a "project idea" in a one- to three-page letter (please see: Idea for a Research Grant).

To learn more about IDRC's development philosophy and its programing priorities you may want to have a look at our Corporate Strategy and Program Framework. Other sections of this guide will provide you with an overview and links to more detailed information.

Standard content of preliminary proposals
The following guidelines may require some adaptation on a case-by-case basis, but the standard IDRC proposal should contain these elements:

• Problem and justification: What is the problem your research seeks to address, and why is it important?
• Objectives: What are the objectives against which the project's success or failure could be assessed?
• Methodology: How will each of these objectives be achieved?
• Results and dissemination: What are the expected outputs of the research, and how will these be disseminated? What possible
  development impacts can reasonably be anticipated?
• Institution and personnel: Who will carry out the work and administer grant funds, and what are their qualifications for doing so?
• Timetable and budget: What resources and time are required to achieve the project's objectives?
• Evaluation: How will the project's achievements be evaluated?

Types of projects and partnerships
IDRC supports fewer stand-alone projects from individual researchers than it once did. We increasingly strive to achieve a critical mass of knowledge on particular topics that concern us. This requires a degree of focus and integration that is often obtained by organizing larger research programs or networks. Increasingly, this is done in collaboration with other donors.

We do not generally support stand-alone requests for travel, conference participation, or training. However, partial funding for conferences is occasionally provided as part of IDRC's network-building efforts.

IDRC's principal approach is to support projects and partnerships proposed by developing-country research institutions. However, this does not exclude South-North partnerships, and Canadian institutions can propose an initiative in collaboration with one or more developing-country partners. Researchers at Canadian universities should refer to Information for Canadian Researchers.

We are more likely to consider partnerships involving other developed countries when funding is available from other donors, provided the partnership is seen as a means of strengthening IDRC-supported research in developing countries.

Where essential, IDRC may provide funds to help lay the groundwork for project initiatives. For example, we may provide travel funds for researchers in different locations to meet and finalize their joint submission, in collaboration with an IDRC representative. This category of funds is only available for out-of-pocket costs, not for salaries or fees.

The role of program officers
Proposal preparation is a time-consuming process, and we undertake it in stages. Proposals are commonly reviewed and revised several times before the final version is submitted for approval. This is done in close consultation with one or more of our program officers.

IDRC's program officers are highly qualified researchers themselves. They will act as a sounding board for your ideas, help you define a problem, and advise you on methodologies to reach your desired objectives.

Program officers also play an entrepreneurial role in bringing together the people and resources to pursue common objectives. We will often put a developing-country researcher or research institution in contact with the coordinator of an IDRC-supported network or with others working on the same theme to develop mechanisms for research collaboration.

Project idea review and approval
Program officers responsible for a project will consult other members of their team while the proposal is being developed. When this peer evaluation is positive, the program officer gives the go-ahead for the development of a detailed proposal.

Once a detailed proposal is finalized, the program officer will prepare a project approval document. This includes the proposal itself and an appraisal section written by the program officer. The appraisal is done according to a standard set of criteria (see below) that evaluate a project's scientific and technical merit and its potential development impact.

The resulting document is then submitted to the team or to senior management for approval.

Many governments specify that requests for research funds from external sources need their approval. If such clearance is required, the proponent institution should start the governement clearance process while its proposal is being processed by IDRC staff. This will reduce the risk of subsequent delays.

If the proposal is approved, IDRC sends a Memorandum of Grant Conditions (MGC) to each recipient institution. The MGC is the formal agreement between IDRC and the institution(s) sponsoring the project. It stipulates the value and purpose of the grant, the terms of its administration (see standard conditions, research and research-support projects), the project objectives, the obligations of all participants, and the formal starting date of the project. Funds can only be released after the recipient has signed the MGC and an official project starting date has been set, see Project Funding to an Institution.

Evaluation of proposals or ideas
A proposal is evaluated according to a wide range of criteria that assess a project's scientific and technical merit and its potential impact on development problems. These criteria reflect both IDRC's overall objectives and the different priorities of its programs and regional offices. In a document of this length, it is impossible to list all these criteria. Funding applicants should therefore consult Program Areas for details on IDRC's research priorities.

There are, however, some questions that are typically asked about all proposals.

• Development relevance: Is the proposal consistent with development goals that have been identified by policymakers or other development actors in the country or countries where the project will take place? Are the research findings likely to be applicable in developing countries or regions other than the one in which the research takes place? Does the project have the potential to influence larger development agendas? Will the execution and success of the project promote sustainable and equitable development? Will the work help to empower vulnerable or disadvantaged groups?
• Fit with IDRC priorities: How well does the project fit within IDRC's current programs? Are there important synergies with other IDRC projects?
• Scientific and technical merit: Is the importance of the research problem convincingly demonstrated? Are the project objectives clear and easy to conceptualize in operational terms? Do these flow convincingly from analysis of the problem? Is the methodology proposed appropriate and convincing for achieving the project's objectives? Are the budget and the timetable realistic?
• Capacity-building: Will the project contribute to developing local research capacity? Will the recipient institution be strengthened as a result of the project? Does the project promote South-South cooperation?
• Gender considerations: Do the design and methodology of the project take into account different gender roles, perspectives, interests, and priorities? Is the project's potential impact assessed from a perspective that recognizes gender inequalities and imbalances? Will data be broken down by gender? Do the project's capacity-building features reflect gender considerations?
• Ethical considerations: Does the project raise any ethical issues affecting those who will be involved in the project, where there could be a negative impact on their health, right to privacy, financial circumstances, or any other matter of significance to them? What measures are suggested to ensure the research will be conducted in a manner that will minimize any such risks and that particpants will give free, informed consent to their participation?
• Human and institutional resources: Have the project proponents succeeded in mobilizing the necessary collaboration and interest to ensure the success of the project and the most effective use of financial resources?