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Managing projects 1 st July 2010. Definition of project management Project management is the discipline of planning, organising, and managing resources.

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Presentation on theme: "Managing projects 1 st July 2010. Definition of project management Project management is the discipline of planning, organising, and managing resources."— Presentation transcript:

1 Managing projects 1 st July 2010

2 Definition of project management Project management is the discipline of planning, organising, and managing resources to bring about the successful completion of specific project goals and objectives. ( Source: Wikipedia )

3 Principles of project management Openness Accountability Transparency

4 Project phases Application Contract Set-up / implementation Delivery (quarterly & annually reviews) Evaluation (interim & final)

5 Headline target An initial indicative target of a 5% increase in non-LSC funding during the life of the project was proposed. Overall Regional income, 2007-09 2007-082008-09 Donations / voluntary income22012,430 Tuition fees612,918591,712 Contracts / block fees201,720199,355 National LSC contract3,553,7153,495,013 Other grants227,380241,357 Other income from activities35,81039,401 Investment income4,5510 4,636,3144,579,268 National LSC contract as % of total76.65%76.32% Information from the Regional Financial Statements shows that the increase in 2008-09 was 0.33 – 0.34%. However, the project began in month 6 of the financial year so greater impact is expected in 2009-10 Incoming Resources from charitable activities 2007-082008-09 Fees & contracts814,638791,067 LSC grants3,553,7153,495,013 Other grants receivable227,380241,357 Other income from activities1,97514,337 4,597,7084,541,774 National LSC contract as % of total77.2976.95

6 Functions of project management 1 Contact point for the project (internal & external) Establish systems and procedures Manage the delivery of outputs and outcomes Coordinate evaluation and measure success Manage publicity and marketing Manage the staff (e.g. project workers)

7 Functions of project management 2 Allocate funds and manage the budget Manage partnerships and sub-contracts Monitor progress and address under-performance Report to funders and complete monitoring forms and claims Report to steering group / governors

8 Vision and mission Vision Our vision is to be the recognised voice of adult learners, and the leading provider of adult and community learning in the UK by any standard. Mission The WEA is a 21st Century, democratic, voluntary adult education movement, committed to widening participation and to enabling people to realise their full potential through learning.

9 Project set-up Read the contract Understand the project aims and activities Funder requirements Agree outputs and clarify any uncertainty Project paperwork and WEA systems Logos and acknowledgement

10 Aims To involve learners, volunteers, members and other partners in: Influencing and campaigning on behalf of adult learners Removing barriers to learning Being responsive in the heart of communities Making the most effective use of all our resources Promoting learning for life Changing and enriching lives through learning – at individual and community levels Promoting adult education worldwide

11 Project file Contract Partnership agreements Steering group minutes Correspondence with funders Schedule of reporting Monitoring forms Financial claims Sample paperwork Budgets and amendments Evaluations Case studies / photos / evidence of achievement

12 Values Creating equality and opportunity, and challenging discrimination Believing in people, communities and their potential to change through Education Putting the learner at the centre of everything we do Challenging and questioning ourselves

13 Eligibility Participants (age, gender, ethnicity etc.) Geographical focus Activities Partners (e.g. not for profit) Expenditure (capital?)

14 What is a project? Specific remit, objectives and resources Frequently funded externally Work which is distinct from the everyday activities of the organisation Self-contained and time restricted

15 Few pointers Take chances but manage risks Document everything Set expectations and take action early Manage change Be creative Build relations with funders and partners Engage internally as well as externally Look beyond the lifetime of the project Shamelessly promote success Celebrate achievements and mark phases

16 You’re the project manager 1 Scenario: Your project is coming to an end when a partner delivery organisation tells you it won’t be able to deliver all its contracted outputs. If this happens you won’t be able to meet all your targets and may have to return some money to the funder. This matter wasn’t mentioned previously and you had been told everything was on- track. What do you do?

17 You’re the project manager 2 Scenario: You have been appointed as project manager to a project which was developed without your involvement. When you read the contract you feel the outputs are unrealistic and unachievable. You have also identified some additional expenditure which hasn’t been budgeted for. This leads you to suspect the project won’t be financially viable. What do you do?

18 Targeted Support Fund Purpose: To provide community-based learning activities to support civic engagement and participation. Funder: Community Development Foundation (DCLG) Targets: Y1 - 2 learning programmes, a report and a regional seminar. Y2 – 2 learning programmes, a report, a regional seminar and a dissemination event. Income: £50,000 Costs: £40,000 (approx) Timescale: January 10 to March 11 Partners: Voluntary Action Kirklees, Kirklees Council and Sheffield City Council, OFFER, Manor and Castle Development Trust, Wybourn Community Primary, Emmaus Primary School. HR implications: None

19 Regional Take Part Champion and Development Fund Purpose: To extend the work of the Take Part Pathfinder into new local authority areas regionally. Funder: Community Development Foundation (DCLG) Targets: Y1 – 6 learning programmes. Y2 – Extension of the development fund plus evaluation. Income: £190,000 Costs: £110,000 Timescale: January 10 to March 11 Partners: Regional local authorities including Hull, North Lincs, North-East Lincs, Calderdale, Wakefield, Scarborough, Kirklees, Leeds, East Riding HR implications: Secondments of project organisers and managers

20 Active Citizenship Education Project Purpose: To develop new active citizenship courses and regional partnerships. Funder: NIACE Targets: 6 new short courses, LA staff training, 3 RACLA events, 1 national active citizenship event. Income: £65,000 Costs: £40,000 (approx) Timescale: September 09 to March 10 Partners: Sheffield City Council, York Council, Rotherham MBC, Doncaster MBC, Barnsley MBC, Parliamentary Outreach, TUC, NIACE, Take Part Network. HR implications: None

21 Train the Take Part Trainers Purpose: To develop new active citizenship trainers Funder: Community Development Foundation Targets: Deliver 845 learning opportunities Income: £481,260 Costs: N/A Timescale: August 09 to October 10 Partners: NAVCA HR implications: Secondments of project organisers and managers

22 Take Part Pathfinder Purpose: To develop learning opportunities to support civic participation and active citizenship Funder: Community Development Foundation Targets: Learning programme, residentials, community research, study visits, and accreditation. Income: £265,000 Costs: N/A Timescale: January 09 to March 11 Partners: Barnsley MBC, Doncaster MBC, Rotherham MBC, Take Part Network, Northern College, Novas Scarman Group HR implications: Secondments of project organisers and managers

23 Unsuccessful bids Community Leadership Pilot Learning Programme (CDF / DCLG) - £22,000 CAMEL 2 (NIACE) - £30,000 Community Archaeology (Transformation Fund) - £35,000 Community Health Champions / Transformation Fund - £36,000

24 Supporting national projects The Diversifying Income project has offered significant support to other national WEA projects. In particular, assistance has been provided to the: – Tackling Race Inequalities Fund; – Learning for Community Involvement project. The Diversifying Income project in Yorkshire and Humber was instrumental in securing £447,000 from the Tackling Race Inequalities Fund. In phase 1 of Learning for Community Involvement, Y&H staff developed 11 of the 30 national bids submitted.

25 Progress on deliverables A ‘rolling’ 3-year regional funding plan in table format to include initiatives to be funded, relevant sources of funding tested for eligibility, amounts available, time scales for bids and delivery, constraints, potential partners An outline plan has been produced. Funding applications developed in a response to opportunities which arose rather than as part of a 3-year plan throughout 2009. The emergence of short-term national and regional funding sources have required the WEA to consistently develop bids at short notice.

26 Progress on deliverables Monthly update reports for the RMT and field staff on available external grants and project funding relevant to our identified priorities Regular funding updates have been produced for RMT. Field staff received information about specific funding on request. A Projects newsletter was produced in spring 09. An annual minimum of 4 relevant bids to be submitted a total indicative monetary value of £200,000 In 2009, 8 relevant bids submitted for a total indicative monetary value of £909,260.

27 Additional outcomes Projects Network The national WEA Projects Network was developed throughout 2009 by the Diversifying Income project in Yorkshire and Humber. The Projects Network has enabled participants to: –share information on funding opportunities; –work more effectively across WEA regions; –develop standard protocols and procedures for project work. A Project Initiation Document for the Projects Network was approved by AMT in December 2009.

28 Issues Year 2 will require a re-balancing between strategy and funding. Funding will need to be spread across a broader range of income streams and agendas in Year 2. Whilst Year 1 has seen significant developments within the WEA Y&H in responding to projects, capacity to deliver projects continues to be a challenge. Active citizenship is the most successful curriculum area in attracting funding. Year 2 will require a shift towards other priority areas.

29 Next steps New funding bids will focus on non-active citizenship curriculum areas e.g. family learning and community archaeology. Greater co-ordination between WEA regions and more multi- regional project development and delivery. Strategic documents to be finalised including: –Regional Funding Plan; –Strategic plans for each priority curriculum area.


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