How to write the full application to the EU_info session on 23 july 2014 in kiev

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Seminar on Project Preparation
How to write effective EU project proposals:
Introduction to Full application preparation.
Application Package for Applicants. Common mistakes.
Natasa Gospodjinacki
Kiev, 23rd July 2014

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General introduction
§  Programme (Full application form, stakeholders analysis and
partnerships, Logical Framework, budgeting, procurement,
monitoring, evaluation and audit, reporting and visibility)
§  Approach (presentation);
§  Questions.
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Objectives
Today we will:
•  Provide a general overview of application for a grant funded
by the European Union and will illustrate some common
mistakes;
•  Explore modality of Logical Framework approach and go
through necessary analysis of it;
•  Highlight important parts of resource scheduling and
budgeting;
•  Illustrate EuropeAid contractual and financial procedures;
•  Show the link between LFA approach and Application Form
and will also talk about Monitoring and evaluation and
Reporting and Visibility.
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Disclaimer
The findings, conclusions, and interpretations expressed are
those of the authors alone and should in no way be taken to
reflect the policies or opinions of the European Commission.
Legal rights and obligations of the grant beneficiary vis-à-vis
the Contracting Authority are contained in the contract,
including its General and Special conditions, as well as all
other annexes. Guidance presented is for information
purposes only.
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What happens next:
•  Prepare and submit a Full application;
•  If FA is Rejected: Letter from the EU (you are entitled to ask for
explanations);
•  If FA is Accepted: Eligibility checks: the documents that will be checked for
the eligibility are listed in the Guidelines;
•  EU will undertake a contract procedure;
•  Reserve list created.
Introduction
Your organisation is invited to submit a Full Application (FA),
congratulations!

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CfP EVALUATION
Step 1: Opening & administrative checks and Concept Note
evaluation (using CN evaluation grid from the Guidelines) -
DONE
Step 2: Evaluation of the Full Application (using FA
evaluation grid from the Guidelines);
Step 3: Verification of eligibility of applicant , co-
applicant and affiliated entities (sending required
supporting documents).
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•  GENERAL INFORMATION
•  THE ACTION
Description of the Action (The evaluation committee will refer to information provided in the Concept Note as regards
objectives and the relevance of the action.) - Description, Methodology , Duration and indicative action plan for
implementing the action, Sustainability of the action
•  Logical Framework
•  BUDGET, amount requested from the Contracting Authority and other expected sources of funding,
Applicant’s experience ;Co-applicant(s)'s experience (if applicable), Affiliated entity(ies) experience (if
applicable)
•  THE APPLICANT
Identity, Profile, Category, Sector(s), Target group(s), Capacity to manage and implement actions, Experience by
sector, Experience by geographical area, Cross-reference of experience by sector and by geographical area;
Resources (Financial data, Financing Source(s), Number of staff (full-time equivalent), List of the management
board/committee of your organisation) the same for CO-APPLICANT(S), AFFILIATED ENTITY(ies) participating in
the action, ASSOCIATES OF THE APPLICANT participating in the action
•  Check list and statements (SignedMandateby Co-Applicant(s), SignedDeclarationby the Applicant)
•  PADOR registration of applicant, co-applicant and for affiliated entities (if any) – (offline form, if applicable)
CfP GUIDELINES - Full Application
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Step 2: Evaluation of the Full Application

Section

Yes/No

1. Financial and operational capacity

1.1 Do the applicants and, if applicable, affiliated entity(ies) have
sufficient experience of project management?

1.2 Do the applicant and, if applicable affiliated entity(ies) have
sufficient technical expertise? (notably knowledge of the issues to
be addressed.)

1.3 Do the applicant and, if applicable, affiliated entity(ies) have
sufficient management capacity? (including staff, equipment and
ability to handle the budget for the action)?

1.4 Does the applicant have stable and sufficient sources of finance?

2. Relevance of the action
30

Score transferred from the Concept Note evaluation

Make sure that your organisation (and partners) satisfies the legal status criteria and that it can
demonstrate a track record working in the sector. Does your organisation has sufficient resources to
implement the project and the appropriate management capacity and professional competence.
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3. Effectiveness and feasibility of the action

20

3.1 Are the activities proposed appropriate, practical, and consistent
with the objectives and expected results?

5

3.2 Is the action plan clear and feasible?
5

3.3 Does the proposal contain objectively verifiable indicators for
the outcome of the action? Is any evaluation foreseen?

5

3.4 Is the co-applicant(s)' level of involvement and participation

in the action satisfactory?

5

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4. Sustainability of the action
15

4.1 Is the action likely to have a tangible impact on its target groups?
5

4.2 Is the proposal likely to have multiplier effects? (Including scope for
replication, extension of the outcome of the action and information
sharing.)

5

4.3 Are the expected results of the proposed action sustainable:

- financially (how will the activities be financed after the funding ends?)

- institutionally (will structures allowing the activities to continue be in
place at the end of the action? Will there be local “ownership” of the
results of the action?)

- at policy level (where applicable) (what will be the structural impact of
the action — e.g. will it lead to improved legislation, codes of conduct,
methods, etc?)

- environmentally (if applicable) (will the action have a

negative/positive environmental impact?)

5

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5. Budget and cost-effectiveness of the action

15

5.1 Are the activities appropriately reflected in the budget?
5x2*

5.2 Is the ratio between the estimated costs and the expected
results

satisfactory?

5

Maximum total score

80

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Step 3: Verification of Eligibility
There are four elements of your application which must meet eligibility criteria, before the
application will be considered:
•  eligibility of applicants;
•  co-applicants and eligibility of co-applicants;
•  eligible actions - actions for which an application may be made;
•  eligibility of costs - costs which may be taken into consideration for the grant.
Applicants that have been provisionally selected for funding will be asked to provide (Refer to
Guidelines 2.4, list of supporting documents):
•  Statues or articles of association, law documents;
•  External audit report if grant >€750,000;
•  Copy of latest accounts;
•  Legal Entity Sheet (original);
•  Financial Identification Form (original).
USE PADOR !
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What is a project?
„A project is a temporary endeavor undertaken
to create a unique outcome or result at pre-
specified time using predetermined
resources.“
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A successful project…
Is much more than
•  an idea that successfully passes the selection process;
•  having reached:
– the defined objectives;
– within the defined time;
– not exceeding the defined budget!
This is self-understanding but not enough!
•  The Task Manager from the CA and many other people have to be able to
account for the project!
•  You have to prove that rules and regulations have been respected!
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Project management skills need to be applied
already at the application stage
„Project management is the application of
knowledge, skills, tools, and techniques to manage project activities from
start to finish with a goal of meeting project requirements.”
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Project implementation: main phases
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Why projects fail?
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Why projects fail?
Ø  The goal of the project is not defined properly;
Ø  Lack of change management (changes to project are not controlled);
Ø  Poor or non-existent planning - a solid plan is one of the key steps of the
effective project management;
Ø  The project is not resourced as planned - resources were not available at
the time, or were not booked in advance;
Ø  Lack of coordination of activities - the project is not led properly;
Ø  The project reporting is inadequate or does not exist - quality criteria is not
defined or measured;
Ø  Lack of ownership - It is not clear who is responsible for the project
outcome- the progress is not monitored and controlled properly.
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Why projects fail? -Key challenges
The team challenge
•  diversity of institutions involved, but also diversity of people;
A group of professionals with different expertise, experience, age, status,
etc., who may work together for the first time must be transformed into a
performing team which is capable of delivering results under high
pressure of time).
The administrative challenge
•  Rather rigid administrative requirements;
•  Very detailed content, technical and financial planning at application
stage;
•  Obligation to comply with the original project plan (on which the
funding agreement is based);
The impact challenge
•  expected to have an impact not only on the project and its immediate
environment, but on the larger sector concerned;
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How can you ensure the achievement of the project
objectives and therefore its success?
By complying with the commitments described in your approved project proposal, while at
the same time respecting all the requirements that are taking care of the project cornerstones.
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…but also with effective team work
Between stakeholders & within work units by:
•  Understanding of different perspectives and needs;
•  Respect for, and effective use of,
different knowledge and skills;
•  Clarification of stakeholder
and team member responsibilities;
•  Clear and timely communication and
decision making.
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BEFORE YOU START
Take Into Account…
•  …that the evaluators are the first target group for your proposal
Bear in mind that the evaluators are the persons who will read and assess your
application. Although carefully selected, they have different backgrounds and may
not be specialists on the topic of your proposal. So, put yourself in the evaluators’
shoes: despite the fact that everything in your proposal may be obvious to you as
an author, it is not necessarily so for the evaluators, who will see only the
information you provide! Stay clear and simple. Communication technique is
crucial for this as for any other business.
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BEFORE YOU START
•  …that the evaluation will not be carried out under ‘luxury’ conditions
Evaluators have to work their way through a large number of proposals under strong
time pressure. They will hardly have the time to read your proposal more than once –
so make sure that this one reading is enough for them understand it!
•  …that the evaluators have to make their choice among many
excellent proposals
A Call for Proposals and its evaluation is a competitive process. Due to a limited
amount of funding available, only the best 15 – 25% will be selected at the end. This
does not mean that the remaining 75% are poor proposals – they are just less good or
their topics are less attractive (e.g. smaller impact on society in qualitative and
quantitative terms). Therefore, you cannot afford any weaknesses in your
proposal: ALL parts of it must be of excellent quality!
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BEFORE YOU START - Grant Rules
Non-cumulation: No single beneficiary may receive more than one grant
financed by the European Community or EDF for a given action.
Non-retroactivity: Grants may, as a rule, only cover costs incurred after the date
on which the grant contract is signed.
Non-profit: Grants may not have the purpose or effect of producing a profit for
the beneficiary.
Co-financing: Grants may not as a rule finance the entire cost of the action.
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• READ THE GUIDELINES AND ALL THE RELEVANT DOCUMENTS!!!
• Check the website of the EU Delegation periodically (e.g. if any corrigendum)
• Register your organization, co-applicant and affiliated entities in PADOR (on line)
• Prepare a project proposal which is really relevant to objectives/priorities
• Be SMART (Specific, Measurable, Achievable, Relevant and Time- based)
• Establish strong partnerships (Applicant – Co-applicant – Affiliated entity -
Associates,…)
BEFORE YOU START - general
Reporting
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BEFORE YOU START –
Actors and types of involvement in the project
What is project

Applicant

Co-‐Applicant

Affiliated entities

It presents the project, it is responsible for it, it coordinates
the project, it is direct beneficiary for funding, it must be
eligible and registered in PADOR

It coordinates one or more activities, it is member of the
management board, it receives funds, it must be eligible
and registered in PADOR

They are involved in the implementation of some activities,
their costs are eligible, they must be eligible and registered
in PADOR

Subcontractors
They provide consultancy, expertise or other paid services

Associates
They contribute to the project without receiving money

(except for per diem – travel costs)

They benefit from the information, products and services

Other associates:

network, local

Target groups

Beneficiaries

provided by the project

They benefit from the project results

authorities,
media, etc.

Supporting actors

They lavish or mainstream information about the project

(decision and policy makers)

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BEFORE YOU START – Analysis (1)
Make a thorough analysis of the background of your project
•  This analysis will lay the foundation for the action you propose.
•  It must identify the essential problem areas, define target groups and
stakeholders, as well as links and complementarities with other initiatives in such
a way that the activities you plan to undertake and the solutions you propose follow
logically from the analysis.
•  If you start the preparation of your proposal with the Logical Framework, you will
automatically be performing this background analysis.
Identify clear objectives, methods, results
•  Show that you have a clear idea of your project; that you know exactly what to
do, how to do it and why. Again, the Logical Framework Analysis will help you
structure your ideas and check their logic.
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BEFORE YOU START – Analysis (2)
Develop a well-structured work plan
•  Show in your work plan (for the implementation of your project) that you have a
realistic view of the sequence and timing of the activities to be undertaken, the
inputs required at each point and the results you expect to achieve;
•  Be honest about possible constraints and make appropriate provisions for them
in the work plan.
•  Pay special attention to sequence of actions in cases where there is sub-
contracting involved. (PRAG or national procedures might take up to 6 months!
Imagine what implications this might have on the implementation if not planned for
properly.
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BEFORE YOU START - Budget
Calculate a realistic budget
•  The budgeted project costs must be reasonable and realistic.
In many of the applications received, requested EC contribution were practically on
the upper grant limit, creating the impression that this figure was taken as the
starting point in formulating the project and then filled with activities to justify the
amount. It is unlikely that this approach will lead to an optimally designed project.
When you prepare the budget, it is more logical to start from realistic
considerations regarding the activities needed to successfully carry out the
action and then translate them into cost.
Avoid the impression that your budget was ‘artificially inflated’ in order to
obtain the maximum possible grant!
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BEFORE YOU START – Text (1)
Have a clear text structure
•  The text of your proposal must be clear, concise and easy to read.
•  It should have precise headings and sub-headings. Use short paragraphs.
•  The information should be limited to what is essential for describing your
proposed action and should show a logical sequence.
•  Avoid redundancies and do not use acronyms without explanation.
•  In case writing is done by different partners make sure that one person is
responsible for doing the last check of the completeness of the application and
its compliance with all the provisions of the Call for Proposals.
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BEFORE YOU START – Text (2)
Use good quality language - ‘Short and sweet’ is a magic formula.
•  It is implied that the use of good ‘standard’ English, or any other language if
procedure allows for this in the Call for Proposals, is an asset for your
application.
•  A proposal must not be formulated in a sophisticated way, but it should be easy
to read and – more important – to understand.
•  Apart from having to provide all relevant information in the best possible way,
you also need to charm the evaluators, as well as not to waste their time with
too many pages or force them to look up words in the dictionary.
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BEFORE YOU START – Title and rules
Find a good title for your project
•  The title of your project should be concise and self-explanatory in view of the
proposed action;
•  Title of the project must be short and clear (around 5-8 words), easy to
remember;
•  Title should reflect objective of the project;
•  Give the title after the project proposal is finished, unless it comes up while
writing the proposal.
Strictly follow the rules and provisions of the Call for Proposals
•  In filling out the Application Form, strictly respect the rules as explained in the
Guidelines for Applicants.
•  Do not leave out or add any chapters, or change their sequence.
•  Respect the limitations to a certain number of pages that are indicated for
most of sections.
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BEFORE YOU START - Terminology
Be clear about the roles of the different stakeholders and the EU terminology:
•  Contracting Authority
–  Centralised Management
–  Decentralised Management
( EC or EUD / CFCU)
•  Beneficiary Institutions
•  Grant Beneficiary
•  Target Group
•  Final Beneficiary
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Major reasons for rejection of Application
The application arrived after the deadline
•  Respect the deadline. Rejection of late proposals is automatic and there will be no
exceptions!
•  Once the launching date of Call for Proposal is known, prepare a work plan for
the completion of your proposal, where you list the essential activities to be
undertaken and the milestones to be achieved against a time schedule.
•  Do not forget that printing and compiling stacks (and double checking printed
copies) of paper take at least a day or two, or that it takes some time to deliver
these. If you are even a minute past the deadline, your proposal will be
automatically rejected with 100% certainty.
60-90 days seems a lot of time, but be sure this feeling will change once you will be
preparing your proposal.
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Major reasons for rejection of Application
The application failed to pass the administrative check
•  The compulsory format of the Application Form was not respected;
•  Essential documents were missing (budget, logical framework, etc.);
•  Partnership not eligible (no partners at all, not enough partners, etc.);
•  Requested contribution exceeds the limit.
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Common Application Errors
Quality of the content
•  The relevance of the project (to needs and constraints of the country/region and to
those of the target groups and final beneficiaries) is not convincing;
•  Proposal shows no clear relation to the objectives of the Programme;
•  The Description of the Action from Concept Notes is copy pasted and no
additional information is provided;
•  Goals too ambitious and not reasonably substantiated by the proposed activities;
•  Objectives, methodology and results are insufficiently elaborated and
explained;
•  Poor logic verification (internal logic, indicators, sources of verification);
•  Not well elaborated core Activities and not properly correlated;
•  Indicators are not quantifiable and measurable;
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…but also
•  Timeframe for the implementation is not realistic;
•  Target groups and Final beneficiaries are not well defined (too wide);
•  Sustainability and multiplier effect are not properly described;
•  Added value inexistent or poorly described;
•  The involvement of co-applicants and affiliated entities not well elaborated;
•  Poorly developed and not realistic budget ;
•  Lack of the internal logic and not clearly structured text ;
•  Use of ‘copy/paste’ method while writing the proposal; good final editing not
ensured;
•  Ownership not ensured– you may be awarded a grant, but then lose it through
poor implementation.
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… but this is just the beginning
Stakeholder analysis and Partnerships
Logical framework approach: Problem analysis,
analysis of strategy, intervention logic, indicators
and sources of verification, assumptions and
preconditions
Financial aspects – How to develop activity based
budget, Scheduling, Procurement / sub-
contracting.
Application form – link between LFA approach and
Application Form, Monitoring and evaluation,
Reporting and Visibility
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Stakeholder Analysis and Partnership
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Stakeholder analysis - why?
Ø  Find out interests of all stakeholders in relation to
project idea
Ø  Find out (potential) conflicts
Ø  Assess the risks of implementation
Ø  Verify your best options for partners
Ø  Identify possibilities for cooperation
Ø  Decide on the (levels of) involvement
Ø  Create your plan
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Who are stakeholders?
Ø  Definition 1: persons, groups or institutions interested
in planning and change
Ø  Definition 2: all of those on whose interestes will the
project have pozitive or negative impact
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Types of stakeholders in a project
Ø  Partners
Ø  Target groups – all groups/individuals on which will
the project have positive and direct effect at the level
of its purpose
Ø  End users/final beneficiaries – all those indirectly
benefiting from the project (e.g. families of
employees)
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Group discussion
Ø  How did you identify stakeholders for your projects?
Ø  Name them.
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Steps in the stakeholder analysis
Ø  Identify all stakeholders;
Ø  Assess the how important is the project idea to the
stakeholder;
Ø  Assess the influence a stakeholder can have on your
project;
Ø  Place each stakeholder on the matrix of importance/
influence;
Ø  Decide on the type of involvement the stakeholder will
have during the planning and implementation phases.
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Importance
Importance indicates the level under which will
certain needs and interests of the stakeholder be
during the planning and implementation phases.
It can be either positive or negative.
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Assessing the importance of the stakeholder
Ø  What problems are influencing what stakeholders and
whether or not the project will aim at solving them?
Ø  To what stakeholders will the project give priority, in a
sense of satisfying their needs, interests and meeting
their expectations?
Ø  Which interests of the stakeholders are jumping out
most in relation to the policy and objectives of the
project?
Ø  Which interests of the stakeholders are jumping out
most in a negative way (as conflicts) in relation to the
policy and objectives of the project?
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Influence
Influence is the power the stakeholder has during the
planning and implementation phases.
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Assessing the influence of the stakeholders
Ø  What is the essence of the organisation/individual?
Ø  What is their relationship to other stakeholders (e.g.
local self-government does have control over
budgets)?
Ø  To what extent does the organisation/individual has
informal influence (e.g. personal relations with
leading politicians)?
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Importance - Influence
A.
Big importance,
Small influence
C.
Small importance,
Small influence
B.
Big importance,
Big influence
D.
Small importance,
Big influence
INFLUENCE
IMPORANCE
Small
Big
Big
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Importance - Influence
A.
Special initiatives needed
for the protection of
interests of stakeholders
C.
Limited or no involvement
Low priority
B.
Establishment of good
business relations needed
(Potential partners)
D.
Source of risks,
constant monitoring
and management required
INFLUENCE
IMPORANCE
Small
Big
Big
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Deciding about your role in the consortium
For what parts of the workload your key competences,
references and capacities are the best match ?
Your role in the consortium or project initiative should
be fully aligned with your strategic and development
objectives, based on your strengths and opportunities
otherwise if it’s outside of that scope it's unlikely that it
will have the necessary impact.
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How to define partner's profiles
Looking at the workload ahead of you, your weakness
and threats, describe the key competences and
capacities of organization's that would complement the
remaining workload.
Do not forget findings of stakeholder analysis!
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Improved SME Competitiveness and Innovation Project
Yours… mine… theirs
How can it be ours?
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Partnership
Partners should cooperate in at least one of the following ways
(preferably all four): joint project development, joint
implementation, joint staffing and joint financing.
Partnership should be complimentary, bringing different
experiences and different experiences.
Aim of partnership is to jointly assess joint needs and to
approach problem solving jointly.
It enables organised approach in solving bigger common
problems without individual responsibility.
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Partnership
Structures
responsible for
programme
management
P2
P1
P3
CO
Implementing and are
responsible for their own
activities, reporting to
Coordinator
Coordinating project activities
and coordinating all partners,
transferring funds to partners,
reporting to Contracting
Authority.
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Coordinator
Coordinator should:
Ø  Have very good communication and managerial skills;
Ø  Has good financial and administrative capacities;
Ø  Has a very good knowledge of the area;
Ø  Has relevant contacts.
Suggestions:
Ø  Chose bigger institutions for coordinators (it is harder for smaller
institutions to manage the project in terms of administrative,
technical and financial capacities);
Ø  Partners should agree in early stages of project preparation on
nominating the coordinator.
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How to find proper partners
Terms of partnership
Common needs
Commitment and trust
Specific knowledge and
expertize
Resources (time, staff,
finances)
„Successful partnership‟
Common objectives
Cooperation and team work
Sharing know-how and
experience
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How can it succeed?
Ø  Create positive mission;
Ø  Establish strong management and leadership;
Ø  Establish clear rules and procedures;
Ø  Create clear action plan;
Ø  Recognize and respect partners and staff;
Ø  Solve administrative barriers;
Ø  Include community;
Ø  Set objective targets and expectations.
Create projects
jointly!
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Why do partnerships fail?
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Why do partnerships fail?
Ø  Existence of earlier conflicts between partners;
Ø  One partner manipulates or dominates;
Ø  Inexistence of clear needs/objectives;
Ø  Unreal objectives/targets;
Ø  Different philosophies and ways of work;
Ø  Luck of communication;
Ø  Absence of common interests for partnership;
Ø  Absence of appropriate formal partnership agreement.
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Formalizing your partnership
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Overview
§  What is covered by a ‘typical’ consortium agreement;
§  Model FP7 agreements may be used as guide;
§  Checklist for developing a consortium agreement;
§  Recommendations for project development stage.
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What is a consortium agreement (CA)
•  The CA is an agreement made between participants to govern a
number of issues that will or may arise during the project. It may be
applied to all the contractors participating in the project covered or
not by the contract.
•  The Community is not a party to any CA and does not establish the
terms and conditions of the CA but it issues guidelines for
development.
•  In principle, the CA should be negotiated and signed before
starting the project.
•  For example, a consortium agreement is required for all projects
financed under FP7 except those exempted from this obligation by
the call for proposals to which they have applied.
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What does the consortium agreement govern?
1. General Information on project;
2. Technical Provisions and the internal organisation of
the consortium;
3. Financial and Legal Provisions;
4. Management of Intellectual Property Rights;
5. The settlement of internal disputes.
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Draft Checklist for a consortium agreement
•  Non-binding guidance for FP7 projects;
•  Prepared by the Commission;
•  Highlights main issues – 11 parts;
•  Version 28/06/07 currently available
is.europa.eu/pub/fp7/docs/checklist_en.pdf
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Project preparation stage
•  As mentioned earlier, the CA should in principle be
negotiated and signed before starting the project;
•  Nevertheless, it is too early at the application stage;
•  Non Disclosure Agreement and a Memorandum of
Understanding or Letter of Intent would suffice at this
early stage.
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Non Disclosure Agreement (NDA)
•  A non-disclosure agreement (NDA), also known as
a confidentiality agreement (CA), confidential disclosure
agreement (CDA), proprietary information agreement (PIA),
or secrecy agreement is a legal contract between at least two
parties.
•  It outlines confidential material, knowledge, or information that
the parties wish to share with one another for certain
purposes, but wish to restrict access to or by third parties.
•  It is a contract through which the parties agree not to disclose
information covered by the agreement.
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Non Disclosure Agreement (NDA)
•  An NDA creates a confidential relationship between
the parties to protect any type of confidential and
proprietary information or trade secrets.
•  As such, an NDA protects nonpublic business
information.
•  For more visit:
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Letter of Intent (LoI)
•  A letter of intent (LOI or LoI, and sometimes capitalized as Letter
of Intent in legal writing, but only when referring to a specific
document under discussion) is a document outlining an agreement
between two or more parties before the agreement is finalized.
•  LOIs resemble written contracts, but are usually not binding on the
parties in their entirety.
•  Many LOIs, however, contain provisions that are binding, such
as non-disclosure agreements, a covenant to negotiate in good
faith.
•  A LOI may sometimes be interpreted by a court of law as binding
the parties to it, if it too-closely resembles a formal contract.
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Memorandum of Understanding (MoU)
•  A memorandum of understanding (MoU) is
a document describing a bilateral or multilateral agreement
between parties.
•  It expresses a convergence of will between the parties,
indicating an intended common line of action.
•  It is often used in cases where parties either do not imply a
legal commitment or in situations where the parties cannot
create a legally enforceable agreement.
•  It is a more formal alternative to a gentlemen’s agreement.
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Common mistakes
•  Where something basic in the CA is not in line with the EC contract e.g.
conflict regarding publications, project trying to speed things up;
•  Unclear definitions e.g. ‘exceptional circumstances’;
•  Background knowledge;
•  Inform Commission as well as the other contractors if you decide not to
protect knowledge;
•  Duration of access rights;
•  Use of results: refers to economic exploitation of the results and to their
utilisation in further research activities;
•  Intellectual Properties Rights - www.iprhelpdesk.eu
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Logical framework approach: Problem analysis, analysis of strategy,
intervention logic, indicators and sources of verification,
assumptions and preconditions
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HANDS-ON PROJECT CYCLE
MANAGEMENT TOOLS
LOGICAL FRAMEWORK APPROACH
Project Cycle Management
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Project Cycle Management
In 1992 the European Commission adopted “Project
Cycle Management” (PCM) as its primary set of
project design and management tools (based on the
Logical Framework Approach)
Guidelines of March 2004 (last version)
http://ec.europa.eu/europeaid/multimedia/
publications/publications/manuals-tools/
t101_en.htm
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Objectives of PCM
PCM aims to ensure that projects are:
R Relevant to the needs of partners and targeted
beneficiaries;
R Feasible – technically, socially, economically;
R Effective and well-managed;
and therefore
R Able to deliver sustainable benefits.
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Key points about LFA application
-  LFA is an aid to systematic and logical thinking;
-  The process is as important as the product – who is involved
and how;
-  LFA tools should be applied as part of an iterative process –
not a linear formula;
-  The Logframe matrix (the product of the analysis) must be
open to review and revision;
-  The LFA tools presented in this training are not ‘exclusive’ –
there are many other complementary tools;
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Logframe and the evaluation criteria
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Programme and Project Indicators
The quest is not only to achieve goals indicated in
any given project, but also to show how the
implementation of the project is contributing to
achievement to the programme purpose.
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What is problem analysis?
(EC PCM Guidelines art. 5.2.3)
Problem analysis identifies the negative aspects of
an existing situation and establishes the ‘cause and
effect’ relationships between the identified problems.
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What is problem analysis?
(EC PCM Guidelines art. 5.2.3)
Once complete, the problem tree represents a
summary picture of the existing negative situation.
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Steps in the problem analysis
1.  Definition of the framework and subject of
analysis;
2.  Identification of the major problems faced by
target groups and beneficiaries (What is/are the
problem/s? Whose problems?); and
3.  Visualisation of the problems in form of a
diagram, called a “problem tree” or “hierarchy
of problems” to help analyse and clarify cause–
effect relationships.
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How to formulate the problems
•  Real existing problems;
•  Explain jargon and abbreviations;
•  No broad terminology – e.g. “infrastructure”;
•  Beware of the interpretation (“government is
lazy”);
•  Beware of absence of solution (there is no
money, lack of population…);
•  Respect opinion of others.
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Example of problem tree

Riverine ecosystem under
serious threat, including
declining fish stocks

Problem analysis – river pollution

Catch and income of
fishing families in decline

High incidence of
water borne diseases
and illnesses,
particularly among
poor families and
under 5s

River water quality
is deteriorating

High levels of solid
waste dumped into
river
Most households and
factories discharge
wastewater directly
into the river
Wastewater treated
in plants does not
meet environmental
standards

Polluters are not
controlled

Environment
Protection Agency
ineffective and
closely aligned with
industry interests
Population not aware
of the danger of
waste dumping

No public
information/education
programs available
Existing legal
regulations are
inadequate to prevent
direct discharge of
wastewater

Pollution has been a
low political priority

40% of households
and 20% of
businesses not
connected to
sewerage network

Inadequate levels of capital
investment and poor business
planning within Local Government
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Analysis of objectives
Analysis of objectives is a methodological approach
employed to:
•  Describe the situation in the future once identified
problems have been remedied;
•  Verify the hierarchy of objectives; and
•  Illustrate the means-ends relationships in a
diagram.
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Analysis of objectives
•  The ‘negative situations’ of the problem tree are
converted into solutions, expressed as ‘positive
achievements’.
•  For example, ‘river water quality is deteriorating’
is converted into ‘quality of river water is
improved’.
•  This diagram aims to provide a clear overview of
the desired future situation.
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Example of objective tree
Objective tree – river pollution

Catch and income of
fishing families is
stabilised or increased

Threat to the riverine
ecosystem is reduced, and
fish stocks are increased

Incidence of water
borne diseases and
illnesses is reduced,
particularly among
poor families and
under 5s

River water quality is
improved

The quantity of solid
waste dumped into
the river is reduced
No. of households and
factories discharging
wastewater directly into the
river is reduced
Wastewater
treatment meets
environmental
standards

Polluters are
effectively controlled

Environment
Protection Agency is
effective and more
responsive to a broad
range of stakeholder
interests
Population more
aware of the danger
of waste dumping

Public
information/education
programs established
New legal regulations
are established which
are effective in
preventing direct
discharge of wastewater

Pollution
management is given
a higher political
priority

Increased % of
households and
businesses are
connected to
sewerage network

Increased
capital
investment

Improved business planning
within Local Government is
established, including cost
recovery mechanisms
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Analysis of strategy
Overall
Objective
Project
Purpose
Results
Activities
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•  Identify clusters/group of objectives;
•  Chose the frame of project intervention.
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Key criteria for strategy selection could include:
•  Expected contribution to key policy objectives,
such as poverty reduction or economic integration;
•  Benefits to target groups – including women and
men, young and old, disabled and able, etc.
•  Complementarity with other ongoing or planned
programmes or projects.
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•  Capital and operating cost implications, and local
ability to meet recurrent costs;
•  Financial and economic cost-benefit;
•  Contribution to institutional capacity building;
•  Technical feasibility;
•  Environmental impact.
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Steps in formulation of intervention logic
•  Define Project Purpose – so it points to central
problem;
•  Define Overall Objective to which Project Purpose
is contributing;
•  Which Results are needed to achieve Project
Purpose?
•  What do project and its stakeholders need to do in
order to achieve the Results?
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Intervention logic
Overall
Objective
Activities
Results
Project
Purpose
Importance of the project for the society.
We are looking at the perspective of final
beneficiaries.
What activities will be carried out in order to
achieve the results.
Why does our target group need the project.
Central problem.
What tangible output will be achieved with the
project (products, services).
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Improved SME Competitiveness and Innovation Project
OBJECTIVELY VERIFIABLE INDICATORS
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Logical Framework
OVI
Overall
Objective
Project
Purpose
Results
Costs
Preconditions
SOV Assumptions
Activities Means
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Definition of indicators
European Commission defines indicator as:
“description of project targets in a sense of quality, quantity,
target group, time and place”
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According to OECD/DAC, indicator is:
“Qualitative and quantitative factor or variable which allows for
reliable way of measuring achievements and change caused
by the intervention”
Definition of indicators
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Quantitative and qualitative indicators
Quantitative indicators
Ø  Measurable change
Ø  Number
Ø  Frequency
Ø  Exchange
Ø  Deviation
Qualitative indicators
Ø  Attitude
Ø  Behaviour
Ø  Skills
Ø  Perception
Ø  Quality of life
Ø  Level of understanding
Ø  Level of improvement
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SMART (Indicators)
Specific Simple and significant
Measurable Quantitative or Qualitative
Available Within reasonable cost
Relevant In line with the needs
Time bound Within certain period of time
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Indicators - Example
Ø  Result: Improved recreational infrastructure of cycling
lanes:
Ø  Indicator (specific):
ü  15km of renewed lanes (measurable)
ü  ... Leading from point A to point B (location – relevant)
ü  ... Until month x of year xxxx (time bound)
Importantly, indicator is available: possible to simply check
it from the project reports and those of construction
company (additionally pictures can be used).
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Sources of Verification
ü  Internal
ü  External
They have to be:
ü  Available
ü  Reliable
ü  Cost effective
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Definition - Assumptions
•  Assumptions are external factors that have the
potential to influence (or even determine) the
success of a project, but lie outside the direct
control of project managers.
•  They are the answer to the question: “What external
factors may impact on project implementation and
the long-term sustainability of benefits, but are
outside project management’s control?”
•  The assumptions are part of the vertical logic in the
logframe.
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Definition - Preconditions
Precondition is an external factor that has to be
achieved in order for having sense in commencing
the project.
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External Factors
Preconditions
Logika Intervencije Predpostavke
Activities
Results
Assumptions
Project Purpose
Assumptions
Overall Objective(s)
Assumptions
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Assessment of external factors
Is the external factor important?
Yes No
Do not include in the logframe matrix
Is it probable for it to be
achieved?
(e.g. through another project)
Almost certainly
Probably
Not likely
Do not include in the logframe matrix
Include in the matrix as an assumption
Yes
Redesign the project
Add activities, change results,
modify the purpose
No
Assumption is a “killer” assumption.
Technically speaking the project is not feasible.
Is it possible to redesign the project so not to
be influenced by the external factor?
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Assumptions, Risks and Preconditions
Ø  Risks:
Ø  Insufficient number of
bidders
Ø  Works will be late due to
bad weather conditions
Ø  Assumptions:
Ø  Sufficient number of
bidders will apply
Ø  Weather conditions will
allow for timely
implementation of works
Ø  Precondition:
Ø  Obtaining permits to commence works
Ø  Law regulating health protection on force by xx/yy/zzzz
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Activity schedule linked to
Logframe:
✧ Maintains objective-oriented approach of logframe;
✧ Breaks activities down into operational detail;
✧ Clarifies sequence, duration and precedence of
activities;
✧ Identifies key milestones (i.e. for contract payments);
✧ Assigns management responsibility.
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Activity Schedule
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Link between LFA approach and Application Form

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Once you have a robust logframe, supported by various data that you have collected
and analysed, the process of completing the full grant application form should be quite
straight forward.
It is of paramount importance that any CSO wishing to make a Grant Application must
absolutely follow every detail of the Call for Proposals documents. This means that you
MUST:
•  ƒread ALL the details in the Guidelines and accompanying documents;
•  ƒcomplete EVERY SECTION of the Application Form, following the guidelines
carefully. For example, if the guidelines suggest that one particular section should
only be a maximum of 3 pages, do not exceed 3 pages!;
•  ƒcarefully follow the instructions regarding deadlines and how to make the
application. If the deadline is missed or if your application documents are not
complete, your application will not be considered.
Connecting the LFA with FA
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The first part of the Grant Application Form (Part B) covers the other aspects pertaining to the
Action, such as the feasibility analysis, strategy and sustainability of the intervention. The first part
(part 2) describes the Action in the following parts:
1. General information
•  It mainly includes reference to the CfPs, title of the Action, location, and other call-specific
information.
•  It is suggested to fill in this part at the end, after having completed the other sections. Include
the country of operation in the title.
2. The Action (from 2.1. to 2.4)
Description of the Action and its effectiveness (2.1.1)
•  Elaborate of the expected results of the Action and the indicators used to monitor
achievement, making reference to the overall objective(s) and specific objective of your
Action;
•  Elaborate on the activities to be undertaken to reach the expected results, specifying the
implementing body responsible for each activity or work programme;
•  Indicate how the action will improve the situation of the beneficiaries.
Introduction
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Methodology (2.1.2)
•  It includes coordination, monitoring and role of partners;
•  Complete this section once the problem analysis has been carried out and the logframe matrix has
been taken shape;
•  Elaborate on the most salient methodological aspects one by one and explain why you chose a certain
methodology among others;
•  It is always good to show how the action proposed is linked to the work done previously by the
applicant organisation or implementing partners;
•  Show how your project proposal fits with the development strategy of the region/country of
implementation;
•  State and show how your organisation will participate to in country coordination of development aid
intervention and how your action will eventually integrate and support (and not duplicate!) other
organisations' efforts;
•  Include general information about the monitoring and evaluation system you will put in place;
•  Be sure to highlight the main elements and draw on the findings and conclusion of the stakeholder
analysis you conducted;
•  Provide a short description of the management team in charge for the project, by providing details on
the resources that will be used;
•  Include the communication and visibility plan you have budgeted.
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Duration and indicative plan (2.1.3)
•  Always insert the project duration in months and not years (e.g. 36 months,
instead of 3 years).
•  Use the action plan format as you find it, caring not to modify it too much while
adapting it to your necessities;
•  It is suggested to clearly identify milestones and show the points of your project
action plan where the end of a specific activity may have an impact (dependency)
on the start/completion of another one. Activities on this critical path shall be
monitored carefully and cannot be delayed or the whole project will be delayed,
unless the loss of time can be offset somewhere else later on the action plan.
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Sustainability (2.1.4)
•  Link pre-conditions and assumptions to your project objectives and envisaged
results;
•  Provide elements (quantified data) for the impact that your Action will have at
technical, economic, social and policy levels;
•  Include a sound risk analysis with foreseen mitigation measures;
•  Describe potential multiplier effects and any dissemination plan foreseen to
ensure the project's flow of benefits;
•  Explain how sustainability will secured after completion of the action: financing
follow-up activities, sources of revenue for covering all future maintenance costs,
general services realised/reinforced, creation of community networks
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Link the narrative description of the Application Form with the information in the
logframe and budget, caring of using the same terminology and cross-checking
the totals wherever resources and costs are quantified.
The rest of the Full Application Form (Part B) concerns the description and
experience of the applicant, co-applicant, affiliated entity(ies) if any.
As a major requirement, the applicant should demonstrate its capacity to
manage and implement actions.
Please note that where registration in PADOR is mandatory the applicant will not
have to fill in section 3.2 (Profile) and 3.3 (Capacity to manager and implement
actions) as this information is already contained in PADOR.
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•  Logical Framework
•  Budget, amount requested from the Contracting Authority and other expected
sources of funding
If the action is implemented in partnership with other organisations, the following
information should be provided for co-applicant(s), affiliated entity(ies) together with its
main legal credentials:
•  experience of similar actions, in relation to the role in the implementation of the proposed
action;
•  history of cooperation with the applicant;
•  role and involvement in preparing the proposed action;
•  role and involvement in implementing the proposed action.
•  A partnership statement must be undersigned with each implementing partner.
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•  Check list and statements (Signed Mandateby Co-Applicant(s), Signed
Declarationby the Applicant)
•  PADOR registration of applicant, co-applicant and for affiliated entities (if
any) – (offline form, if applicable)
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Quality elements of a proposal (1)
Relevance: proposals meets priorities and needs
•  Good problems analysis, possible solutions and high level of consistency with the needs
•  Key stakeholders, target groups, beneficiaries clearly identified
•  Problem needs and priorities of target groups properly addressed
Feasibility of the project design:
•  Project intervention logic (e.g. overall objective, specific objective, results)
•  Costs/benefits of the project resources assessed and clearly incorporated in the project
•  Work plan (activities) clear and logical - address clearly identified needs
•  Monitoring and evaluations assessed and incorporated in the project design
•  Assumptions & risks assessed and appropriate risk management strategy incorporated in the
project design
Efficiency: how resources are converted into results
Effectiveness: activity results compared to the energy spent to develop it
Sustainability: continuity of the benefits produced by the intervention
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Collect as much information as you can about the problem your organisation
is intending to address.
The information must be valid and credible. You can use official reports and
publications, academic research papers, newspaper articles, and collect your own
data through interviews and surveys and other research
techniques;
Use tools such as ‘the problem tree’ and ‘objective tree’ to analyse the
problem and identify what is actually feasible given the size and nature of the
problem, the capacity of your organisation, and the context of the problem. You also
need to ensure that both your organisation and the community which it serves
agree that the problem is a priority to be addressed. If no-one else agrees it is a
priority, you will find it difficult to implement a project;
Actions should be designed to produce specific, measurable results in response
to identified problems;
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Conduct a stakeholder analysis and gather the opinions and advice of as many
stakeholders and potential partners as you can. The more allies you have for the
design and implementation of your project, the stronger your proposal will be;
Ensure that your project preparation takes into consideration any special needs and
responds appropriately to challenges related to any forms of discrimination or
environmental impact issues. Remember that in many Calls for Proposals, there are
specific criteria related to actions involving gender, environmental, and ethnic
minority issues.
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Keep it brief, simple and clear;
Explain how your project complements or builds on other ongoing initiatives;
Be realistic! Especially regarding:
•  Commitment of key stakeholders;
•  Expected results within timeframe;
•  Ability to influence problem dynamics;
•  The influence and capacity of the applicant, co-applicant(s) and
target group(s).
Focus on impact :
• Explain concrete benefits and expected impact of the project, not just
activities;
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Emphasize your experience. Mention your previous experience with the
proposed activities. If this is the first time you’ll be undertaking such an activity,
explain with concrete steps how you’ll manage the activity in order to show the
Evaluator/Assessor how you’ll overcome your lack of experience and whether you
can establish a balance between your institutional strengths and weaknesses;
ƒƒInvolve your partners. Partners are not just for meeting the pre-conditions
of a CfP. They’re a part of this process to bring different experiences and knowledge
to the table and they should add a substantial value to the proposed project. Explain
how they will reinforce your proposed action and how they have already contributed.
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Identify your activities carefully. An experienced Evaluator/Assessor can tell
whether the project is proposed so as to obtain finance for a certain activity, like
financing a festival or study tour, rather than achieving the proposed objective.
Correlate your activities with each need and explain how you will meet the needs
and thus reach your project objectives clearly. The activities must serve as a way of
achieving the project’s goals, not the other way around;
Pay more attention to monitoring and evaluation. Show the Evaluator/
Assessor that you have already thought about and planned the monitoring and
evaluation tools that you’ll use during project implementation;
ƒƒ
Give a strong argument on sustainability. Show the Evaluator/Assessor that
you have already given considerable thought about how you will ensure the
sustainability of your action. Make your argument realistic and do make it dependent
on external factors, but within your responsibility and capacity.
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Reporting
BEFORE SENDING YOUR PROPOSAL, PLEASE CHECK THAT EACH
OF THE FOLLOWING CRITERIA HAVE BEEN MET IN FULLAND
TICK THEM OFF
Tick the items
off below
Title of the Proposal: <indicate the title> Yes No
PART 1 (ADMINISTRATIVE)
1. The correct grant application form has been used.
2. The Declaration by the Applicant has been filled in and signed.
3. The proposal is typed and is in English.
4. One original and 2 copy(ies) are included
5. An electronic version of the proposal (CD-Rom) is enclosed
6. Each co-applicant has completed and signed the mandate and the mandate is included.
7. Each affiliated entity(ies) has completed and signed an affiliated entity(ies)'s statement and
the statements are included.
8. The budget is enclosed, in balance, presented in the format requested, and stated in EUR.
9. The logical framework has been completed and is enclosed.
PART 2 (ELIGIBILITY)
10. The duration of the action is between 24 and 48 months (the minimum and maximum
allowed).
11. The requested contribution is between 500.000 EURO and 1.000.000 EURO (the minimum
and maximum allowed).
12. The requested contribution is between 50 % and 90% of the estimated total eligible costs
(minimum and maximum percentage allowed).
13. The total amount of financing requested on the basis of simplified cost options does not
exceed EUR <60 000 /threshold in 2.1.4 of Guidelines> per each applicant.
14. The requested contribution has not been changed by more than 20 % compared to the
amount requested at the concept note stage.

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•  Strictly follow provided format;
•  Hand written AFs will be rejected;
•  No supplementary annexes are to be sent;
•  Mark envelopes properly as per GfA.
•  Only hand delivered or posted AFs accepted;
GOOD LUCK!

…and also
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Monitoring and evaluation
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Monitoring
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Audit
What are the definitions of:
M&E

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Definitions
MONITORING = an implementing tool for a systematic on-going
analysis of project implementation to check progress in order to
take remedial action and update work plans;
EVALUATION = an assessment of on-going and completed
projects, programmes and policies, as regards their design,
implementation and results;
AUDIT = an assessment of legality and
regularity of project expenditure (and
income) whether project funds have
been used efficiently and economically
“sound financial management”.
M&E

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Monitoring and evaluation framework
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Definition
§  On-going - day by day - analysis of project implementation;
§  Monitoring is about comparing what was originally planned
with what actually happens;
§  Systematic and continuous collection, analysis and use of
management information to verify the project implementation.
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Why monitoring?
§  to support effective decision-making;
§  to check progress in order to take remedial action and
update work plans;
§  to highlight strengths and weaknesses in project
implementation;
§  helps to deal with problems, to improve performance, to
build on successes and to adapt to changing circumstances.
Practical tools for monitoring: Logframe, implementation / work
plans.
Definition (2)
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Monitoring progress
Internal Monitoring
§  Update Logframe (when necessary);
§  Identify outputs/outcomes per activity;
§  Check progress against Work Plan and Logframe;
§  Monitor project finances (on monthly basis, use income and
expenditure sheet);
External monitoring
§  Phone “interviews”;
§  Monitoring visits.
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Monitoring provides for an “early warning system”, which allows for
timely and appropriate intervention if a project is not adhering to the
initial plan. A preventive approach is needed when planning an
intervention. This means at least:
•  planning activities at feasibility stage;
•  planning administrative monitoring (applications of rules);
•  planning operative monitoring (indicators).
Key preparatory steps of an internal monitoring system include:
•  filling out the Logical Framework Matrix identifying indicators and
sources of verification;
•  organising a system for data collection and analysis.
Internal Monitoring
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During implementation, the Grant Beneficiary should keep an
eye on the following aspects:
•  eligibility of costs;
•  compliance with procurement rules, including rules of origin
and nationality;
•  correct use of contingency reserve (pre-via request to the
Contracting Authority);
•  correct use of administrative costs;
•  eligibility of in-kind contributions if used, availability of other
sources of funding.
Internal Monitoring (2)
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Drawing an internal monitoring planning worksheet might help
keeping records of the project progress in terms of:
•  Expenditure;
•  resource use;
•  implementation of activities;
•  delivery of results.
Similarly, management of risks should be constantly and
closely monitored.
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The column Assumptions & Risks of the Logical Framework
Matrix should be completed carefully, making sure that
Assumptions respond to the question:
“What external factors are not influenced by the operation, but may affect its
implementation and achievement of objectives?”.
It is important to monitor this ‘external’ environment to identify
whether or not the assumptions that have already been made
are likely to hold true; what new risks are likely to emerge; and
what actions to take in order to manage or mitigate these risks
wherever possible.
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Ø  Foresee the human and material resources - and the
correlated costs - necessary for carrying out internal
monitoring before submitting the proposal!.
Ø  Do not underestimate time which needs to be devoted to
a proper internal monitoring otherwise you’ll be risking to
provoke excessive workload and decrease of monitoring
efficacy.
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The aim of an Evaluation is that of assessing the relevance and
fulfillment of objectives, developmental efficiency,
effectiveness, impact and sustainability of the intervention.
Normally is carried out by: the external evaluation team engaged via
the applicable tendering/contracting procedure.
The evaluation must be: impartial and independent, credible,
useful, and carried out with the participation of the project's
stakeholders.
The scope includes: review of all resources mobilised and activities
implemented in the framework of the project.
Evaluation
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§  Project/contract: external auditor who is a member of an
internationally-recognised supervisory body for statutory
auditing - expenditure verification;
§  External audits organised by the European Commission.
Inspections:
§  European Commission
§  European Anti-Fraud Office (OLAF)
§  European Court of Auditors
§  external auditors
Auditing on different levels in different ways
M&E

Funded by
European Union
Introduction
What is project
Logical Frmwrk
Schedule
Budget
Stakeholders
Partnership
Procurement
Services
M&E
Reporting
Visibility
143

§  Activities that have taken place;
§  Procurement procedures applied to sub-contracted supplies,
works and services;
§  If sound financial management rules have been applied;
§  Accuracy of invoices;
§  If interim and final report entries are supported by evidence;
§  If EC procedures have been respected;
§  No double-funding.
What will be audited?
M&E

Funded by
European Union
Introduction
What is project
Logical Frmwrk
Schedule
Budget
Stakeholders
Partnership
Procurement
Services
M&E
Reporting
Visibility
144

§  Description of activities;
§  Progress of activities;
§  Project results;
§  Project impact;
§  Level of achievement of project
objectives;
§  Deviations from the original activity
plan;
§  Expenditure and forecast.
The narrative reports should include
information on:
Reporting

Funded by
European Union
Introduction
What is project
Logical Frmwrk
Schedule
Budget
Stakeholders
Partnership
Procurement
Services
M&E
Reporting
Visibility
Evidence for financial reporting
§  HR SALARIES: payrolls, contracts;
§  TRAVEL: invoices, ticket stubs, boarding passes, hotel bills,
receipts, visas;
§  INSURANCE: in budget line 1, if applied to project staff, in budget
line 5.7 (conferences), if applied to final beneficiaries;
§  RENTAL of EQUIPMENT/LEASING = invoices + documentation
relevant to SUPPLIES;
§  OFFICE RUNNING COSTS : receipts;
§  VISIBILITY: invoices + documentation related to
PROCUREMENT Procedures;
§  Bank Account Statements.
Reporting

Funded by
European Union
Introduction
What is project
Logical Frmwrk
Schedule
Budget
Stakeholders
Partnership
Procurement
Services
M&E
Reporting
Visibility
146

What will be checked?
§  Eligibility of expenditure;
§  Corresponds with budget as in the contract;
§  No significant deviance from planned expenditure;
§  Correct exchange rates applied:
http://ec.europa.eu/budget/inforeuro/index.cfm
§  VAT not included;
§  Show interest earned.
Financial Report
Reporting

Funded by
European Union
Introduction
What is project
Logical Frmwrk
Schedule
Budget
Stakeholders
Partnership
Procurement
Services
M&E
Reporting
Visibility
147

§  Will follow the standard template and
shall be attached to the final report;
§  Required if the grant requested
(considering the EU contribution alone,
not including the co-financing) exceeds
100,000 euro.
Ø Art. 15.6 GC AND Annex VI
Expenditure verification report (audit)
Reporting

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