Master Class on EU funding for EPHA members

Tamsin Rose

October 2009

Features of EU programmes (1)• EU funds support projects which are concrete, time-

limited actions that contribute towards a permanent result or change.

• EU programmes are multi-annual programmes with annual calls for proposals. Calls for proposals are open for a short time only (typically 12 weeks). You need to work fast, so good preparation is essential.

• The EU funds project that show 'added-value' at European level, eg how the project contributes to the overall political objectives of the EU and why this needs a European approach rather than national or international action.

Think twice about applying Projects improve your profile

and increase your visibility

They allow you to acquire and

develop knowledge and

expertise

They integrate you into

professional and academic

networks

They improve the focus and

professionalism of your

organisation

They are a powerful tool to

address concrete problems

EC priorities usually don’t match yours and change often

The project cycle from submission to

implementation can be very lengthy

Co-financing may be difficult to secure

The EU sometimes pays very late,

which may harm your cash flow

Projects are costly to develop, few are

funded. The application process is

never paid for by the project

EU projects have strict administrative

requirements

Questions to ask yourself

Does programme respond to my priorities? Does it give me the possibility to address the identified problem?

Does this fit in with my strategic goals? Do I have the capacity to prepare a proposal? A good

proposal is more than one that gets funded. A poorly conceived proposal is difficult to manage

Will I have the capacity to implement the project? Remember that poor projects leave a negative reputation for the organisation

Can I find the right partners? Who else might apply?

Features of EU programmes (2)

• Almost all projects require co-financing. This can be as little as 20 % but more commonly 50% or more. Proof of adequate co-financing is required at the moment of project submission rather than at the contracting stage.

• The EU seeks to achieve a balanced geographic coverage.

• Applications often require organisations to cooperate in consortia.

• EU projects have strict monitoring and evaluation procedures.

• Success rate in general calls for proposals can be low. 1 in 5 to 1 in 15 projects. Success rates may be higher for targeted calls for proposals.

Reminder: a project…

Responds to priorities of funder

Limited set of actions

Concrete results

Short time-frame

Delivered in partnership

Pan-European in nature

Co-financing of activities

Co-ownership of results

Reminder: a tender…

Responds exactly to requirements of funder

Limited set of actions

Funder defines the expected results

Contractor proposes a methodology

Can generate a profit

Deliverables carry the funder's logo/brand

Funder owns the results

Sample SANCO project cycle

Summer: Commission gathers ideas for Annual work programme

Autumn: Programme committee reviews and approves Annual work programme

February: Publication of the call for projects

May: Deadline for submission

June-July: Evaluation process

July: Programme Committee decision on funding

August: Results of evaluation

Sept – Nov: Negotiation and signature of contracts

January: Start of new projects

Building the project (1)

What is the problem we want to address? Why is this a European problem rather than

national/local problem? How does this relate to the Commission's

work programme (link to their priorities/themes) What is our overall objective to achieve on this

problem? (e.g medium to long-term) What is our specific objective with this project

(e.g a concrete, defined step towards achieving the medium term objective)

Building the project (2) What are the expected results of the project ? (e.g

how would things be changed afterwards) What do we want to do ? (set of activities that would

deliver the expected results and achieve the objective)

Why are we uniquely the right people to lead this? (understanding, expertise, network, knowledge, track record etc)

Who else would add value to the project? (institutions, individuals who could be partners)

What are the potential sources of co-funding that could be used for the project?

What is the problem?

Key problem to address: conduct problem analysis with accuracy to tackle causes and effects

Finding “the roots of the evil”:

- What is the problem to be solved?

- Where does it start?

- Focus on one problem only!

- Find its causes and effects

- The project activities “tackle” the causes of the problem in order to solve the problem in a sustainable way

Sample project logic

Overall objective: to provide the trained workforce required for the next phase of the development plan.

Project objective: x number of people with y skills should find suitable employment after training

Results: Successful training leading to employment

Activities: develop training course, test course, publicise it, pilot phase of students

Outputs: a well functioning institute and a flow of well-trained people

Inputs: personnel, trainers and training material

Project development tools allow vertical logic to flow in both directions

Start by using the HOW logic flow, by planning downwards.

Overall goal

Project goal

Results

Outputs

Activities

Inputs

Check the process by using the WHY logic flow, by thinking upwards.

Overall goal

Project goal

Results

Outputs

Activities

Inputs

Outputs/Targets/Results: the services/benefits to be produced by the project

Specify the benefits the target group will receive from the project

– What services do the beneficiary get access to after the project activities?

– What are the benefit they can enjoy?

They are connected to the cause of the identified problem. This

sets out the services which the beneficiaries will receive

from the implementing agency through the project in order to

reach the planned objectives.

Examples: – Farmers able to apply more efficient maize production

techniques– Adequate mother and child care provided to the people in

region X– Time frame: now

Indicators are to measure achievements and outputs of your project

Indicators should be quantitative and qualitative They should answer the questions:

– For whom? – What?– When?– Where?– How much?– What quality?

The process of setting up indicators shows if the objectives are vague

Objectively Verifiable Indicators (OVI) and outputs mean extra points in the evaluation

Source of Verification (SoV): sometimes the EU asks where is possible to verify that the measurements you selected. They can be statistics, report, external/internal analysis, etc.

Assess your risks and verify your assumptions

Risks:

– Analysis of factors which may influence the implementation of the project and hamper the achievement of objectives

– Try understand internal and external risk factors

– If necessary, plan a counteraction strategy

Assumptions:

– They describe situations and pre-conditions necessary for the project success but largely beyond the control of the project management

– It is important to identify assumptions on each level of objective

Policy and context

Contribution to Public Health Programme and the annual workplan – note the specific priorities of the funding call

Strategic relevance to existing knowledge and implications for health

European added value

- Impact on target groups and long-term multiplier effect

- Complementarity/synergy with other EU policies and programmes

Geographic coverage

Adequacy of project with social/political/cultural context

Technical quality• Evidence base: problem analysis, impact and effectiveness• Content: aims and objectives, target groups including

relevant geographical factors, methods, anticipated effects and outcomes

• Innovative nature: towards state of art without duplication or overlap

• Clear and realistic work programme with description of the activities planned, tasks and responsibilities and timetables, including communication and dissemination strategy

• Evaluation strategy (internal and external) with objectively verifiable indicators

• Cost-effective and balanced budget

Management quality

The organisation applying for funding must:

— guarantee an appropriate governing structure, management processes, human and financial resources and administration,

and good working relationships with relevant partners and stakeholders,

— be able to demonstrate the level of achievement of its organisational objectives and its capacity to achieve result.

SANCO evaluation grid

Policy and contextual relevance of the project /40

Technical quality of the project /30 Management quality of the project and

budget /30

Maximum total score /100

Invest in your homework• Read the annual workplan and multi-annual

programme• What are the key priorities for funding this year?• How would your topic fit into the priorities?• Are you or your partners eligible for funding ? (legal

structure, country of registration)• Read the list of previously funded projects – what can

that tell you about what type of projects, size of projects, types of partners are successful?

• Attend the Open Day – but be prepared with the questions that you want to ask

• Look for opportunities to find partners• Contact national focal points (link to programme

committee)

Scoring used by DG Research

0: The proposal fails to address the criterion under examination or cannot be judged due to missing or incomplete information

1: Poor. The criterion is addressed in an adequate manner, or there are serious inherent weaknesses.

2: Fair. While the proposal broadly addresses the criterion, there are significant weaknesses.

3: Good. The proposal addresses the criterion well, although improvements would be necessary.

4: Very good. The proposal addresses the criterion very well, although certain improvements are still possible.

5: Excellent. The proposal successfully addresses all relevant aspects of the criterion in question. Any shortcomings are minor.

Use a fresh pair of eyesRead the guidelines once more

Revise your project and check whether:

• Your admin and paperwork is correct

• Your objectives match the funder's objectives

• Your activities match the allowed activities

• Your consortium matches the funder's request

• Your people are the right people

• Your budget falls within the prescribed limits

• Your project is sustainable