masterclass on project building
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Master Class on EU funding for EPHA members
Tamsin Rose
October 2009
Features of EU programmes (1)• EU funds support projects which are concrete, time-
limited actions that contribute towards a permanent result or change.
• EU programmes are multi-annual programmes with annual calls for proposals. Calls for proposals are open for a short time only (typically 12 weeks). You need to work fast, so good preparation is essential.
• The EU funds project that show 'added-value' at European level, eg how the project contributes to the overall political objectives of the EU and why this needs a European approach rather than national or international action.
Think twice about applying Projects improve your profile
and increase your visibility
They allow you to acquire and
develop knowledge and
expertise
They integrate you into
professional and academic
networks
They improve the focus and
professionalism of your
organisation
They are a powerful tool to
address concrete problems
EC priorities usually don’t match yours and change often
The project cycle from submission to
implementation can be very lengthy
Co-financing may be difficult to secure
The EU sometimes pays very late,
which may harm your cash flow
Projects are costly to develop, few are
funded. The application process is
never paid for by the project
EU projects have strict administrative
requirements
Questions to ask yourself
Does programme respond to my priorities? Does it give me the possibility to address the identified problem?
Does this fit in with my strategic goals? Do I have the capacity to prepare a proposal? A good
proposal is more than one that gets funded. A poorly conceived proposal is difficult to manage
Will I have the capacity to implement the project? Remember that poor projects leave a negative reputation for the organisation
Can I find the right partners? Who else might apply?
Features of EU programmes (2)
• Almost all projects require co-financing. This can be as little as 20 % but more commonly 50% or more. Proof of adequate co-financing is required at the moment of project submission rather than at the contracting stage.
• The EU seeks to achieve a balanced geographic coverage.
• Applications often require organisations to cooperate in consortia.
• EU projects have strict monitoring and evaluation procedures.
• Success rate in general calls for proposals can be low. 1 in 5 to 1 in 15 projects. Success rates may be higher for targeted calls for proposals.
Reminder: a project…
Responds to priorities of funder
Limited set of actions
Concrete results
Short time-frame
Delivered in partnership
Pan-European in nature
Co-financing of activities
Co-ownership of results
Reminder: a tender…
Responds exactly to requirements of funder
Limited set of actions
Funder defines the expected results
Contractor proposes a methodology
Can generate a profit
Deliverables carry the funder's logo/brand
Funder owns the results
Sample SANCO project cycle
Summer: Commission gathers ideas for Annual work programme
Autumn: Programme committee reviews and approves Annual work programme
February: Publication of the call for projects
May: Deadline for submission
June-July: Evaluation process
July: Programme Committee decision on funding
August: Results of evaluation
Sept – Nov: Negotiation and signature of contracts
January: Start of new projects
Building the project (1)
What is the problem we want to address? Why is this a European problem rather than
national/local problem? How does this relate to the Commission's
work programme (link to their priorities/themes) What is our overall objective to achieve on this
problem? (e.g medium to long-term) What is our specific objective with this project
(e.g a concrete, defined step towards achieving the medium term objective)
Building the project (2) What are the expected results of the project ? (e.g
how would things be changed afterwards) What do we want to do ? (set of activities that would
deliver the expected results and achieve the objective)
Why are we uniquely the right people to lead this? (understanding, expertise, network, knowledge, track record etc)
Who else would add value to the project? (institutions, individuals who could be partners)
What are the potential sources of co-funding that could be used for the project?
What is the problem?
Key problem to address: conduct problem analysis with accuracy to tackle causes and effects
Finding “the roots of the evil”:
- What is the problem to be solved?
- Where does it start?
- Focus on one problem only!
- Find its causes and effects
- The project activities “tackle” the causes of the problem in order to solve the problem in a sustainable way
Sample project logic
Overall objective: to provide the trained workforce required for the next phase of the development plan.
Project objective: x number of people with y skills should find suitable employment after training
Results: Successful training leading to employment
Activities: develop training course, test course, publicise it, pilot phase of students
Outputs: a well functioning institute and a flow of well-trained people
Inputs: personnel, trainers and training material
Project development tools allow vertical logic to flow in both directions
Start by using the HOW logic flow, by planning downwards.
Overall goal
Project goal
Results
Outputs
Activities
Inputs
Check the process by using the WHY logic flow, by thinking upwards.
Overall goal
Project goal
Results
Outputs
Activities
Inputs
Outputs/Targets/Results: the services/benefits to be produced by the project
Specify the benefits the target group will receive from the project
– What services do the beneficiary get access to after the project activities?
– What are the benefit they can enjoy?
They are connected to the cause of the identified problem. This
sets out the services which the beneficiaries will receive
from the implementing agency through the project in order to
reach the planned objectives.
Examples: – Farmers able to apply more efficient maize production
techniques– Adequate mother and child care provided to the people in
region X– Time frame: now
Indicators are to measure achievements and outputs of your project
Indicators should be quantitative and qualitative They should answer the questions:
– For whom? – What?– When?– Where?– How much?– What quality?
The process of setting up indicators shows if the objectives are vague
Objectively Verifiable Indicators (OVI) and outputs mean extra points in the evaluation
Source of Verification (SoV): sometimes the EU asks where is possible to verify that the measurements you selected. They can be statistics, report, external/internal analysis, etc.
Assess your risks and verify your assumptions
Risks:
– Analysis of factors which may influence the implementation of the project and hamper the achievement of objectives
– Try understand internal and external risk factors
– If necessary, plan a counteraction strategy
Assumptions:
– They describe situations and pre-conditions necessary for the project success but largely beyond the control of the project management
– It is important to identify assumptions on each level of objective
Policy and context
Contribution to Public Health Programme and the annual workplan – note the specific priorities of the funding call
Strategic relevance to existing knowledge and implications for health
European added value
- Impact on target groups and long-term multiplier effect
- Complementarity/synergy with other EU policies and programmes
Geographic coverage
Adequacy of project with social/political/cultural context
Technical quality• Evidence base: problem analysis, impact and effectiveness• Content: aims and objectives, target groups including
relevant geographical factors, methods, anticipated effects and outcomes
• Innovative nature: towards state of art without duplication or overlap
• Clear and realistic work programme with description of the activities planned, tasks and responsibilities and timetables, including communication and dissemination strategy
• Evaluation strategy (internal and external) with objectively verifiable indicators
• Cost-effective and balanced budget
Management quality
The organisation applying for funding must:
— guarantee an appropriate governing structure, management processes, human and financial resources and administration,
and good working relationships with relevant partners and stakeholders,
— be able to demonstrate the level of achievement of its organisational objectives and its capacity to achieve result.
SANCO evaluation grid
Policy and contextual relevance of the project /40
Technical quality of the project /30 Management quality of the project and
budget /30
Maximum total score /100
Invest in your homework• Read the annual workplan and multi-annual
programme• What are the key priorities for funding this year?• How would your topic fit into the priorities?• Are you or your partners eligible for funding ? (legal
structure, country of registration)• Read the list of previously funded projects – what can
that tell you about what type of projects, size of projects, types of partners are successful?
• Attend the Open Day – but be prepared with the questions that you want to ask
• Look for opportunities to find partners• Contact national focal points (link to programme
committee)
Scoring used by DG Research
0: The proposal fails to address the criterion under examination or cannot be judged due to missing or incomplete information
1: Poor. The criterion is addressed in an adequate manner, or there are serious inherent weaknesses.
2: Fair. While the proposal broadly addresses the criterion, there are significant weaknesses.
3: Good. The proposal addresses the criterion well, although improvements would be necessary.
4: Very good. The proposal addresses the criterion very well, although certain improvements are still possible.
5: Excellent. The proposal successfully addresses all relevant aspects of the criterion in question. Any shortcomings are minor.
Use a fresh pair of eyesRead the guidelines once more
Revise your project and check whether:
• Your admin and paperwork is correct
• Your objectives match the funder's objectives
• Your activities match the allowed activities
• Your consortium matches the funder's request
• Your people are the right people
• Your budget falls within the prescribed limits
• Your project is sustainable
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