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ENI CBC project planning
- 1. A project funded by the European Union Implemented by a consortium led by ENI CBC project planning Key aspects of project activity and financial planning Black Sea Basin programme, Project preparation workshop Odesa (28 March), Mikoloiv (29 March), Zaporizhya (31 March)
- 2. A project funded by the European Union Implemented by a consortium led by Планування проектів ЄІС ПКС Ключові аспекти проектної діяльності і фінансове планування Програма Басейн Чорного моря, семінар із підготовки проектів Одеса (28 березня), Миколаїв (29 березня), Запоріжжя (31 березня) 2017 року
- 3. 3 Who, what, when, how: building a good work plan How much, when: budget development and planning How will YOU know you’re achieving your objectives: planning monitoring and evaluation activities How will THEY know what your project is achieving: planning communication, visibility and capitalisation activities What about after the project: planning sustainability What can you do when you’ve answered these questions? Planning the implementation of ENI CBC project
- 4. 4 Хто, що, коли, як: створення робочого плану Скільки, коли: планування та розробка бюджету Як ВИ будете розуміти, що досягли поставлених цілей: планування моніторингової та оцінювальної діяльності Як ВОНИ зрозуміють, що ви досягли поставлених цілей : планування комунікації, візуалізації та капіталізації Що буде після проекту: планування стійкості проекту Що ви можете зробити, відповівши на ці питання? Планування реалізації ENI CBC проекту
- 5. Who, what, when, how? Building a good work plan
- 6. Хто, що, коли, як? Створення якісного робочого плану
- 7. 7 Consistent It should be consistent with the planned outputs Transparent It should provide sufficient information and detail Logic It should demonstrate the work flow and how activities build on each other Concrete and sustainable It should identify concrete target groups and foresee provisions for sustainability and transferability Work plan Basics of work plan development
- 8. 8 Відповідний Повинен бути у відповідності з запланованими діями Зрозумілий Повинен містити повну інформацію і деталі Логічний Повинен демонструвати послідовність дій та їх взаємозв’язок Конкретний та стійкий Повинен мати конкретні цільові групи і передбачати умови для стійкого розвитку і прозорості Робочій план Основи розробки робочого плану
- 9. 9 Work plan: group of activities approach Group of related activities organised based on dependencies and interdependencies: “What needs to be done first in order to do this next”
- 10. 10 Робочій план: принцип групових дій Група пов’язаних між собою дій, заснованих на залежності та взаємозалежності: “Що потрібно зробити в першу чергу, щоб зробити наступне”
- 11. 11 Developing the Work Plan: main steps Step 1: transfer the main activities, related deliverables and outputs from project logic of intervention Step 2: detail further the activities as needed Step 3: estimate the duration, start and end date of each activity Step 4: coordinate all activities within the timeline and develop a final schedule Step 5: identify partners and staff responsible for implementing activities
- 12. 12 Розробка робочого плану: основні етапи Етап 1: перенесіть головні дії, відповідні результати з логіки просування проекту Етап 2: деталізуйте кожну дію за необхідністю Етап 3: визначте тривалість, дату початку та за кожної дії Етап 4: скоординуйте всі дії відповідно до терміну та визначте остаточний графік Етап 5: визначте партнерів і персонал, відповідаль- ний за кожну дію
- 13. 13 Project work plan: key questions Project work plan defines processes and responsibilities How to plan the work needed to achieve deliverables/ outputs? Who will do what? Which partner is going to take care of which part of the work? How are partners going to work together? By when ?
- 14. 14 Робочій план проекту: ключові питання Робочій план проекту визначає процеси та розподіл обов’язків Як спланувати роботу необхідну для досягнення кінцевого результату? Хто що буде робити? Який партнер за яку частину роботи відповідає? Як партнери збираються працювати разом? Коли ?
- 15. 15 How detailed should the project work plan be? Can you manage it? • Avoid breaking down your work packages into too many activities: it is time consuming and will be difficult to monitor during the implementation Is your plan clear ? • Avoid statements that are too vague: they will prevent the partners from having a clear understanding of what it is expected of them, and the programme from understanding what you want to do Is your plan flexible? • Planning into precise detail what each partner will do for the next 24 or 36 months will almost certainly be inaccurate after just a few weeks
- 16. 16 Наскільки детальним повинен бути план? Ви можете управляти ним? • Уникайте розподілу комплексу робіт на занадто багато дій : вони будуть трудомісткими і їх буде важко перевіряти під час реалізації проекту Чи зрозумілий ваш план? • Уникайте твердженнь, які занадто невизначені : вони перешкоджатимуть тому, щоб партнери мали чітку розуміння того, що очікується від них, а програма повина розуміти, що збираєтесь робити ви Ваш план гнучкий? • Планування занадто детально для кожного партнера того, що він має зробити : зробить впродовж наступних 24 або 36 місяців, майже напевно це буде неточним всього після декількох тижнів
- 17. 17 Project time plan: some hints Administrative procedures are often time-consuming Check the number of activities which run in parallel or consequently Devote appropriate time to promote the final project outputs and results before project end In case of Project investments take into account the delays of public procurement procedures Collecting data can be uneven across the regions and time consuming Plan a soft start to the project because start-up activities will take time
- 18. 18 Планування часу : де-кілька порад Адміністративні процеси часто займають багато часу Перевірте кількість дій, які треба робити одночасно, які послідовно Присвятіть відповідну кількість часу, щоб сприяти завершальним етапам проекту і кінцевим результатам У разі інвестицій Проекту беруть до уваги затримки процедур державних закупівель Збір даних може бути неточним через регіони і трудомістким Заплануйте плавний початок проекту, тому що початкова діяльність займе час
- 19. How much, when? Budget development and planning
- 20. Скільки, коли? Розробка і планування бюджету
- 21. 21 Activity and financial planning: be consistent! Allocate resources • Estimate of the resources needed to implement the planned activities: • Do not overestimate, both in terms of duration of activities and associated budget • Do not underestimate, as in case of project approval you will need to deliver expected project outputs and results with the proposed budget Cash flow needs! •You have to calculate the financing you need from the programme and your own co- financing to carry out the planned activities •Don’t forget you’ll need to cover the possible "gaps" in the cash flow (possible gaps in time between submission of the report and transfer of the next pre-financing instalment): mind the procurement timing! Project assessment • Be cost-effective: the Programme will assess if your budget reflects sound financial management, in particular economy and efficiency
- 22. 22 Діяльність і фінансове планування: будьте послідовними! Розподіліть ресурси • Оцінка ресурсів необхідна для здійснення запланованих дій: • Не переоцінюйте, і з точки зору тривалості дій і з точки зору відповідного бюджету • Не недооцінюйте, так як у разі схвалення проекту Ви повинні будете забезпечити очікувані результати проекту із запропонованим бюджетом Потреба в грошових коштах! •Ви повинні враховувати фінансування, яке вам необхідно від програми та ваше особисте співфінансування, щоб виконати заплановані дії •Не забувайте, що вам необхідно покрити усі можливі «пропуски» в грошових рухах (можливий проміжок у часі між відправкою звіту та перерахуванням наступного траншу): майте на увазі проміжок у часі на отримання! Оцінка проекту • Будьте економними: Програма оцінить, якщо Ваш бюджет відображатиме раціональний фінансовий менеджмент, особливо економію і ефективність
- 23. 23 Budget development Base your cost estimates on realistic costs => if necessary, make a market/ price research to establish realistic unit costs Gather information from all partners => keep in mind that costs for the same item/ service may vary from country to country Define the necessary costs => do not forget the human resources that need to be involved! Based on the planned project activities => divide them into the cost items necessary for the implementation of the activities
- 24. 24 Складання бюджету Порівняйте оцінку ваших витрат з реальними витратами => при необхідності, досліджуйте ринок цін, щоб встановити реальну собівартість одиниці продукції Поділіться інформацією з усіма партнерами => Майте на увазі, що витрати на одну і ту ж послугу можуть відрізнятись залежно від країни Визначте необхідні витрати =>пам’ятайте про людські ресурси, які мають бути залучені! Має бути на основі запланованої проектної діяльності => Розділіть їх за статтями витрат, необхідних для реалізації проекту
- 25. 25 Nota bene! Information dissemination Expenditure verificationSupervision Participation in programme events Communication activities Project evaluation Project visibility Do not forget to include into the project budget the following costs that might also be needed for the implementation of the project!
- 26. 26 Увага! Поширення інформації Перевірка витратСпостереження Участь в програмних заходах Комунікативна діяльність Оцінка проекту Візуалізація проекту Не забувайте додати до бюджету проекту такі витрати, які можуть також будуть залучені для реалізації проекту!
- 27. How will you know you’re achieving? Planning monitoring and evaluation
- 28. Як ви зрозумієте чого ви досягли? Планування моніторингу та оцінки
- 29. 29 WHAT IS THE DIFFERENCE BETWEEN THE TWO? Monitoring is critically following progress: are we still on track? How much have we spent (time, money, days)? Are activities implemented in time, any bottlenecks? Are all planned deliverables and outputs delivered in time, at reasonable cost? Are we reaching the target groups (how many)? Are we achieving results? Evaluation is analysis and judgment: should we change course? Uses criteria (relevance, efficiency, effectiveness, impact, sustainability) Gives recommendations to improve planning or implementation Bad monitoring leads to bad evaluation! Monitoring and Evaluation
- 30. 30 ЯКА РІЗНИЦЯ МІЖ ДВОМА ПОНЯТТЯМИ? Моніторинг критично йде за прогресом: ми все ще на правильному шляху? Як багато ми витратили (часу, грошей, днів)? Чи всі дії були зроблені вчасно, якісь недоліки? Все - запланований кінцевий результат і продукція, забезпечені вчасно за розумною вартістю? Чи досягли ми цільової аудиторії (скількох)? Чи отримали ми результати? Оцінка це аналіз і висновок: чи потрібно змінювати курс? Критерії користі (відношення, продуктивніть, eфективність, внесок, стійкість) Дає рекомендації щодо покращення планування або реалізації Поганий моніторинг призводить до поганої оцінки! Моніторинг та оцінка
- 31. 31 MONITORING YOUR PROJECT PROGRESS BASED ON INDICATORS The goal of your monitoring is not reporting! It should be the systematic and regular review of the execution of activities in order to make key management decisions Make sure you know what kind of decisions will have to be taken in advance and what kind of information you need Integrate monitoring activities in your project meetings’ agenda Create a simple database of inputs (money, time, days), activities (who does what and when), outputs and results, using your indicators Find a simple way to visualise the difference between planned and real Also include possible risks and assumptions Lead Partner is responsible for the system and preparing decisions, the partners for providing quality data in time In your own interest: issue Early Warnings ASAP to the MA Monitoring based on indicators
- 32. 32 Проводьте моніторинг прогресу вашого проекту, що базується на індикаторах Ціль вашого моніторингу- не звітність! Це повинен бути систематичний та регулярний огляд виконаної діяльності щоб прийняти ключові рішення щодо менеджменту Будьте впевнені в тому рішенні, яке приймається в тому чи іншому випадку та яка інформація вам потрібна Інтегруйте моніторингову діяльність в програму ваших зустрічей Створіть просту базу даних ваших ресурсів (гроші, час, дні), дії (хто робить, що і коли),продукти або результати, використовуючи ваши індикатори Знайдіть простий шлях візуалізувати різницю між запланованим та реальним Також враховуйте можливі ризики та припущення Головний Партнер несе відповідальність за систему і прийняття рішень, партнери за забезпечення необхідною інформацією вчасно На ваш розсуд: відправляйте ваші попередні застереження якнайскоріше до ОУ Моніторинг базується на індикаторах
- 33. 33 EXAMPLES OF PROJECT INDICATORS Examples of indicators Input: the number of person-days used Output: nr of persons participating in environmental actions Input: the amount of funds spent per trainee Output: square metres of exhibition space renovated Output: Nr of additional ICT based tools developed supporting CBC Result: number of visitors to sites of cross-border interest Result: % of blue flag beaches in the area Result: higher rating of availability CB trade info (survey) Impact: Income from tourism in municipalities involved Impact: Number of cases of recreational water illnesses reported
- 34. 34 ПРИКЛАДИ ІНДИКАТОРІВ ПРОЕКТУ Приклади індикаторів Внесок: кількість використаних людино-днів Як результат: кількість людей-учасників в заходах щодо захисту довкілля Внесок: сума коштів витрачених на підготовку Як результат: квадратні метри виставкової відбудованої площі Як результат: Кількість додатково залучених інформаційних технологій для розвитку транскордонної співпраці Результат: кількість відвідувачів у місцях транскордоного інтересу Результат: % узбережжів с поміткою блакитного прапора Резульат: підвищення рейтингу доступності інформації (огляд) Показник: Доход з туризму в залучених муніципалітетах Показник: кількість випадків захворювань через рекреаційне водокористування за звітом
- 35. How will they know what your project is achieving? Planning communication, visibility and capitalisation activities
- 36. Як вони зрозуміють, що досяг ваш проект? Планування комунікації, візуалізації та капиталізації
- 37. 37 Don’t forget to tell your partners! Internal communication among the project partners Common planning Coordination of project activities Allocation of resources Project monitoring Common decision- making
- 38. 38 Не забувайте повідомляти вашим партнерам! Внутрішній зв’язок між партнерами проекту Загальне планування Координація проектної діяльності Розподіл ресурсів Моніторинг проекту Прийняття спільних рішень
- 39. 39 Project external communication External communication with the target groups, project stakeholders and the wider public Building a common understanding Involvement of target groups Raising awareness Information about the achievements Accountability
- 40. 40 Зовнішній зв’язок проекту Зовнішній зв’язок з цільовими групами, участниками проекту та громадкістю Створення спільного розуміння Залучення цільових груп Підвищення обізнаності Інформація щодо досягнень Облік
- 41. 41 What is capitalisation? Capitalisation Use of available knowledge to improve project practices Transfer of the thematic knowledge generated by the project to the policy-makers (Re)use of knowledge gained and of the project results Deliver inputs to future strategy and project development
- 42. 42 Що таке капіталізація? Капіталізація Використання своїх знань щоб покращити практичну діяльність проекту Передача тематичних знань, отриманних в межах проекту представникам влади Повторне використання отриманних знань і результатів проекту Внесок для майбутньої стратегії та розробки проекту
- 43. 43 How and what to capitalise? Keep contact with the policy makers Keep in touch with projects addressing similar challenges Support others in use of the results produced by you Use the available knowledge to develop new projects Share and promote solutions developed in your project Build a network of partners interested in your project theme
- 44. 44 Що і як капіталізувати? Контактуйте з представниками влади Тримайте зв’язок з проектами, що вирішують ті ж самі проблеми Підтримуйте інших у використанні тих результатів, яких ви досягли Використовуйте отримані знання для створення нових проектів Діліться та поширюйте ідеї, створені в вашому проекті Побудуйте мережу партнерів, зацікавлених у напрямку вашого проекту
- 45. What about after the project? Planning sustainability
- 46. Що буде після проекту? Планування стійкості проекту
- 47. 47 Planning sustainability at design stage - Are the project activities in line with the regional and local strategies? - Are project outputs and results easy to maintain? Is it clear who will take care of it? - Will the facilities created continue to operate? Who will finance them? - Will the project outcomes and results be further promoted and used? - How will the network created among the institutions participating in the project continue to work?
- 48. 48 Планування стійкості на стадії розробки - Чи відповідає діяльність проекту регіональним і місцевим стратегіям? - Чи легко буде зберегти результати і вклади проекту? Чи дійсно зрозуміло, хто піклуватиметься про нього? - Чи будуть знайдені засоби щоб продовжувати працювати? Хто фінансуватиме їх? - Підсумки проекту і результати далі просуватимуться і використовуватимуться? - Як мережа, створена серед установ, що приймають участь в проекті, продовжуватиме працювати?
- 49. What can you do when you’ve answered these questions?
- 50. Що ви можете зробити, відповівши на ці питання?
- 51. 51 Working on your project proposal 1. Draft relevant parts of the application form 2. Check compliance towards selection criteria Section D – Work plan Quality assessment (Award criteria) Score Operational assessment criteria (%) (Selection criteria) maximum 45 5. Partnership capacity (to what extent has the partnership the experience and capacity to implement the project?) 12 6. Communication (To what extent are information and communication activities appropriate and able to reach the relevant target groups and stakeholders?) 6 6.1 Information and communication activities are clearly defined and linked to the project specific objective 2 6.2 Information and communication activities are appropriate to reach the relevant target groups and stakeholders 2 6.3 All the proposed information and communication activities are necessary and proportional with project activities as a whole 2 7. Work plan (To what extent is the work plan realistic, consistent and coherent?) 15 7.1 Proposed activities are eligible, realistic, consistent and lead to the planned main outputs and results 3 7.2 Activities and outputs are in a logical time-sequence 3 7.3 Time plan is realistic for the proposed activities 3 7.4 Distribution of tasks among partners is clear, logical, in line with partners’ role in the project and their competencies 3 7.5 Monitoring and evaluation arrangements are foreseen and appropriate for the project size 3 8. Budget (To what extent does the project budget demonstrate value for money and is coherent with the work-plan and proportionate?) 12 8.1 Project budget is correlated with the proposed activities and realistic to the proposed work plan and the main outputs and results envisaged 6 8.2 The costs included in the project budget are eligible, reasonable, justified and comply with the requirements of sound financial management, in particular regarding economy and efficiency 4 8.3 Calculation of flat rate for office and administrative costs is correct, is within the maximum limit and costs are reasonable 2 Work plan D.1 Group of activities Management Implementation Communication Investment , if applicable D.3 Periods Section Application E Budget Project budget per period Partner budget Activities outside Project Breakdown budget F Project budget overview Sections E/F – Project Budget
- 52. 52 Робота над проектною пропозицією 1. Спроектуйте основні частини заявки 2. Перевірте відповідність відносно критеріїв відбору Section D – Work plan Quality assessment (Award criteria) Score Operational assessment criteria (%) (Selection criteria) maximum 45 5. Partnership capacity (to what extent has the partnership the experience and capacity to implement the project?) 12 6. Communication (To what extent are information and communication activities appropriate and able to reach the relevant target groups and stakeholders?) 6 6.1 Information and communication activities are clearly defined and linked to the project specific objective 2 6.2 Information and communication activities are appropriate to reach the relevant target groups and stakeholders 2 6.3 All the proposed information and communication activities are necessary and proportional with project activities as a whole 2 7. Work plan (To what extent is the work plan realistic, consistent and coherent?) 15 7.1 Proposed activities are eligible, realistic, consistent and lead to the planned main outputs and results 3 7.2 Activities and outputs are in a logical time-sequence 3 7.3 Time plan is realistic for the proposed activities 3 7.4 Distribution of tasks among partners is clear, logical, in line with partners’ role in the project and their competencies 3 7.5 Monitoring and evaluation arrangements are foreseen and appropriate for the project size 3 8. Budget (To what extent does the project budget demonstrate value for money and is coherent with the work-plan and proportionate?) 12 8.1 Project budget is correlated with the proposed activities and realistic to the proposed work plan and the main outputs and results envisaged 6 8.2 The costs included in the project budget are eligible, reasonable, justified and comply with the requirements of sound financial management, in particular regarding economy and efficiency 4 8.3 Calculation of flat rate for office and administrative costs is correct, is within the maximum limit and costs are reasonable 2 Work plan D.1 Group of activities Management Implementation Communication Investment , if applicable D.3 Periods Section Application E Budget Project budget per period Partner budget Activities outside Project Breakdown budget F Project budget overview Sections E/F – Project Budget
Editor's Notes
- Financial and activity planning aspects, including planning monitoring and communication activities: capacity building presentations (link to evaluation criteria 6 to 8)
- Financial and activity planning aspects, including planning monitoring and communication activities: capacity building presentations (link to evaluation criteria 6 to 8)
- Intro to plan of session Can include mention that will hear from experienced project partner or mention of a small group work as appropriate
- Intro to plan of session Can include mention that will hear from experienced project partner or mention of a small group work as appropriate
- Notes for the trainer: You should stress the link with the logframe: the work plan/work package is focused on activities designed to achieve outputs which in turn result in the achievement of specific objectives leading to overall objectives. These are also the elements the assessor will check base on the award criteria of the evaluation grid as explained in the following slide
- Notes for the trainer: You should stress the link with the logframe: the work plan/work package is focused on activities designed to achieve outputs which in turn result in the achievement of specific objectives leading to overall objectives. These are also the elements the assessor will check base on the award criteria of the evaluation grid as explained in the following slide
- Notes: a project requires several work packages to be completed. Three is generally the minimum in order to cover the essential work: General project management: all the activities necessary to coordinate the work of the partnership, to monitor it, to verify expenditure, to report it to the programme and oversee the general implementation of the project. SOME PROGRAMMES propose a list of potential activities (MSB) List: Strategy building and updating (annual plans), Set up of contact databases, Coordination/provision of communication contents (from/to projects, from/to programme), Social media communication, Communication materials (posters, flyers, etc), Events organisation (thematic community’ events with projects, kick off meeting. Mid-term and final events, etc), Events participation events (thematic working groups, project meetings, coordination events with programme bodies, public events, etc), Project website, Project logo and image, Communication Training and seminars, Presentation/exhibition at external events (e.g. with projects, other cluster etc), Communication with media, Production and update of publications (print and online), Others (please specify). Communication: all the activities necessary to ensure targeted awareness about the project workand achievements outside the project partnership. SOME PROGRAMMES propose a list of potential activities (MSB): List: Communication Plan and annual communication updates, Target group mapping and contact databases, Online publications (online newsletters or video news, infographic, flip books, smart phone application etc.), Print publications (brochures, leaflets, flyers), Event follow-up material (conclusions, recommendations, video reporting, interviews live streaming), Exhibition and promotion material, Media//press kit (texts, pictures), Website, Project image design, Website and social network, Dissemination and promotional products, Other (please specify) Implementation/Technical work: this work package clusters the project specific activities. A project may establishas many thematic work packages as necessary in order to carry out all necessary activities to deliver the outputs and achieve the objectives. On average, a project will have 3-5 such work packages. Identification of key players/elevant EU financed programs/ existing national and regional programs, Community dialogue and meeting, Networking, Clustering, Training/seminar, Mentorship, Recruitment, Coaching, Feasibility study, Identification of business ideas, Baseline survey, Steering Committee, Capitalisation event/forum (research and planning), Study visits, Existing situation analysis (ESA), Good practice report, Strategic models development, Pilot initiatives, Dissemination of results/initiatives/lessons learned, Strategy design, Technology transfer, Sensitisation and public awareness events, Internal Monitoring of Activities, Memory of understanding, Action Plan development, Improvement of regulations (local, regional, national), Recruitment, Data collection, Stakeholders analysis, GIS development, Socio Economic Analysis, Sampling campaign,
- Notes: a project requires several work packages to be completed. Three is generally the minimum in order to cover the essential work: General project management: all the activities necessary to coordinate the work of the partnership, to monitor it, to verify expenditure, to report it to the programme and oversee the general implementation of the project. SOME PROGRAMMES propose a list of potential activities (MSB) List: Strategy building and updating (annual plans), Set up of contact databases, Coordination/provision of communication contents (from/to projects, from/to programme), Social media communication, Communication materials (posters, flyers, etc), Events organisation (thematic community’ events with projects, kick off meeting. Mid-term and final events, etc), Events participation events (thematic working groups, project meetings, coordination events with programme bodies, public events, etc), Project website, Project logo and image, Communication Training and seminars, Presentation/exhibition at external events (e.g. with projects, other cluster etc), Communication with media, Production and update of publications (print and online), Others (please specify). Communication: all the activities necessary to ensure targeted awareness about the project workand achievements outside the project partnership. SOME PROGRAMMES propose a list of potential activities (MSB): List: Communication Plan and annual communication updates, Target group mapping and contact databases, Online publications (online newsletters or video news, infographic, flip books, smart phone application etc.), Print publications (brochures, leaflets, flyers), Event follow-up material (conclusions, recommendations, video reporting, interviews live streaming), Exhibition and promotion material, Media//press kit (texts, pictures), Website, Project image design, Website and social network, Dissemination and promotional products, Other (please specify) Implementation/Technical work: this work package clusters the project specific activities. A project may establishas many thematic work packages as necessary in order to carry out all necessary activities to deliver the outputs and achieve the objectives. On average, a project will have 3-5 such work packages. Identification of key players/elevant EU financed programs/ existing national and regional programs, Community dialogue and meeting, Networking, Clustering, Training/seminar, Mentorship, Recruitment, Coaching, Feasibility study, Identification of business ideas, Baseline survey, Steering Committee, Capitalisation event/forum (research and planning), Study visits, Existing situation analysis (ESA), Good practice report, Strategic models development, Pilot initiatives, Dissemination of results/initiatives/lessons learned, Strategy design, Technology transfer, Sensitisation and public awareness events, Internal Monitoring of Activities, Memory of understanding, Action Plan development, Improvement of regulations (local, regional, national), Recruitment, Data collection, Stakeholders analysis, GIS development, Socio Economic Analysis, Sampling campaign,
- Note for the trainer : Step 1: building on work done from previous session Step 2: detail further in particular management and communication activities (as during previous session worked only on implementation part)
- Note for the trainer : Step 1: building on work done from previous session Step 2: detail further in particular management and communication activities (as during previous session worked only on implementation part)
- Notes: the project intervention logic has already defined the activities and outputs : the work plan will organise them in a logical timeline and a consistent process.
- Notes: the project intervention logic has already defined the activities and outputs : the work plan will organise them in a logical timeline and a consistent process.
- At this stage let’s hear from an experienced project partner on hints and what they feel is most important in developing a good workplan
- At this stage let’s hear from an experienced project partner on hints and what they feel is most important in developing a good workplan
- Some further hints on time plan
- Some further hints on time plan
- The work plan also has to take into account the financial plan of the project (and vice versa of course), i.e. that the activities planned are in line with the available financial resources and if the institutions do not have spare resources to "fill in the gaps", probably the activity plan needs to be changed/ adjusted so that they can manage it from the financial perspective as well. Do not overestimate, as during assessment you project will be compared with others As regards gaps: mind the timing of procurement (big expenditure has to match some financing) Remind definitions of economy and efficiency
- The work plan also has to take into account the financial plan of the project (and vice versa of course), i.e. that the activities planned are in line with the available financial resources and if the institutions do not have spare resources to "fill in the gaps", probably the activity plan needs to be changed/ adjusted so that they can manage it from the financial perspective as well. Do not overestimate, as during assessment you project will be compared with others As regards gaps: mind the timing of procurement (big expenditure has to match some financing) Remind definitions of economy and efficiency
- At this stage let’s hear from a experienced project partner on hints and what they feel is most important in developing the budget
- At this stage let’s hear from a experienced project partner on hints and what they feel is most important in developing the budget
- This slide should be adjusted in line with the programme requirements, e.g. for some programmes expenditure verification can be for free
- This slide should be adjusted in line with the programme requirements, e.g. for some programmes expenditure verification can be for free
- Notes for trainers (suggested comments): Explain that evaluation is best done by someone objective and independent as it is to some extent subjective. The roles of the types of evaluation are different: critical check (ex ante: is this going to work?), making possibly needed changes to get back on track (interim), learning (expost: what should we do differently next time?) If problem detected during monitoring, maybe good time for evaluation to understand the causes and get recommendations!
- Notes for trainers (suggested comments): Explain that evaluation is best done by someone objective and independent as it is to some extent subjective. The roles of the types of evaluation are different: critical check (ex ante: is this going to work?), making possibly needed changes to get back on track (interim), learning (expost: what should we do differently next time?) If problem detected during monitoring, maybe good time for evaluation to understand the causes and get recommendations!
- Notes for trainers (suggested comments): you may even create a shared Google Drive spreadsheet where partners can insert real-time data on activities etc. This will enable you to prepare and make informed decisions in time and reduces the effort of creating progress reports for the MA. Note that no indicators requested in application form other than programme indicator, but need to describe still monitoring and evaluation arrangements (proportionate to project) – is assessed! On early warnings: this is an informal signal to the MA that your project is experiencing a serious problem, which is threatening to delay the project (or part of it) considerably, a key risk associated with one of your assumptions is materialising or for some reason you are spending much more or less money than expected, or you are falling behind with your outputs and don’t think this can be corrected. In fact you can ask the MA for advice or maybe even help. It is your mutual interest to get your project back on track.
- Notes for trainers (suggested comments): you may even create a shared Google Drive spreadsheet where partners can insert real-time data on activities etc. This will enable you to prepare and make informed decisions in time and reduces the effort of creating progress reports for the MA. Note that no indicators requested in application form other than programme indicator, but need to describe still monitoring and evaluation arrangements (proportionate to project) – is assessed! On early warnings: this is an informal signal to the MA that your project is experiencing a serious problem, which is threatening to delay the project (or part of it) considerably, a key risk associated with one of your assumptions is materialising or for some reason you are spending much more or less money than expected, or you are falling behind with your outputs and don’t think this can be corrected. In fact you can ask the MA for advice or maybe even help. It is your mutual interest to get your project back on track.
- This slide only gives possible examples of project indicators NOT to be mentioned in application form as only programme indicators should be mentioned, but to illustrate some indicators projects may develop for internal monitoring
- This slide only gives possible examples of project indicators NOT to be mentioned in application form as only programme indicators should be mentioned, but to illustrate some indicators projects may develop for internal monitoring
- Internal communication aims to ensure that the project is implemented properly, based on the plan and within the time and budget allocated to it. On the daily basis this communication can be rather informal (phone calls, emails, skype), but it can also take more formal appearance (agreements between the partners, exchange of official letters regarding project changes, minutes of the meetings, etc.).
- Internal communication aims to ensure that the project is implemented properly, based on the plan and within the time and budget allocated to it. On the daily basis this communication can be rather informal (phone calls, emails, skype), but it can also take more formal appearance (agreements between the partners, exchange of official letters regarding project changes, minutes of the meetings, etc.).
- A communication channel that is relevant to the particular group has to be selected, e.g. youngsters can be reached using social media or website, whereas the seniors will need a different channel to pass the message through to them. At this stage let’s hear from an experienced project partner on hints and what they feel is most important in internal/external communication
- A communication channel that is relevant to the particular group has to be selected, e.g. youngsters can be reached using social media or website, whereas the seniors will need a different channel to pass the message through to them. At this stage let’s hear from an experienced project partner on hints and what they feel is most important in internal/external communication
- There are activities here that the projects can do themselves, as well as those which will be initiated by the programme and where the projects will be asked to participate
- There are activities here that the projects can do themselves, as well as those which will be initiated by the programme and where the projects will be asked to participate
- One might say – if sustainability comes after the end of the project, why do we have to care for it and plan it already now? There are issues that can be addressed only before the project start, e.g. if the project foresees creation of a data base, it is important to plan from the onset how feeding and maintenance of this data base will take place after the project finalisation, if there will be financial resources available to hire external services for this, or if the design of the DB has to allow for the in-house data input and maintenance. Give examples from different types of sustainability: Examples of the types of the sustainability: Social – continued provision of the services to the target area population; Financial – continued availability of resources to the initiatives started by the project; Political – continued support from the national/ regional level to the initiatives caused by the project; Institutional – continued institutional support and involvement into the initiatives started by the project. Financial sustainability - financing of follow up activities and/or investments, allocation of funds from different sources, resources for covering future operating and/or maintenance costs, etc. Institutional sustainability - "ownership" of project outputs - which structures (involved in the project) will allow the results of the project to continue to be in place after the project ends? How will this be created? Political sustainability (only if applicable) - what structural impact will the project have? e.g. will it lead to improved policies, legislation, plans, codes of conduct, methods, etc.?
- One might say – if sustainability comes after the end of the project, why do we have to care for it and plan it already now? There are issues that can be addressed only before the project start, e.g. if the project foresees creation of a data base, it is important to plan from the onset how feeding and maintenance of this data base will take place after the project finalisation, if there will be financial resources available to hire external services for this, or if the design of the DB has to allow for the in-house data input and maintenance. Give examples from different types of sustainability: Examples of the types of the sustainability: Social – continued provision of the services to the target area population; Financial – continued availability of resources to the initiatives started by the project; Political – continued support from the national/ regional level to the initiatives caused by the project; Institutional – continued institutional support and involvement into the initiatives started by the project. Financial sustainability - financing of follow up activities and/or investments, allocation of funds from different sources, resources for covering future operating and/or maintenance costs, etc. Institutional sustainability - "ownership" of project outputs - which structures (involved in the project) will allow the results of the project to continue to be in place after the project ends? How will this be created? Political sustainability (only if applicable) - what structural impact will the project have? e.g. will it lead to improved policies, legislation, plans, codes of conduct, methods, etc.?
- Review project intervention logic and integrate considerations above
- Review project intervention logic and integrate considerations above
- Note to trainer: (1): highlight the relevant parts of the work plan to be further designed compared with previous work done (e.g. not D2 target groups but D3 period) and section E/F (2): link to relevant parts of selection criteria – in previous presentation was strategic assessment criteria (55 points), now work on the operational assessment criteria (45 points) – some about partners capacity itself, but 6 to 8 about quality of communication (mention handout on communication plan), work plan and budget – without goint too much into detail, highlight the importance to defining well these, to check that have included appropriate information to get good scores!). The idea here of course is not that they can read the document on the slides (already presented in MA presentation), but just to visualise the reference to the document.
- Note to trainer: (1): highlight the relevant parts of the work plan to be further designed compared with previous work done (e.g. not D2 target groups but D3 period) and section E/F (2): link to relevant parts of selection criteria – in previous presentation was strategic assessment criteria (55 points), now work on the operational assessment criteria (45 points) – some about partners capacity itself, but 6 to 8 about quality of communication (mention handout on communication plan), work plan and budget – without goint too much into detail, highlight the importance to defining well these, to check that have included appropriate information to get good scores!). The idea here of course is not that they can read the document on the slides (already presented in MA presentation), but just to visualise the reference to the document.