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Project Cycle Management & INSPIRE A (very) Useful Tool! Brussels, October 2006.

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Presentation on theme: "Project Cycle Management & INSPIRE A (very) Useful Tool! Brussels, October 2006."— Presentation transcript:

1 Project Cycle Management & INSPIRE A (very) Useful Tool! Brussels, October 2006

2 Overview Who we are What we do How we didnt use PCM How we do now use PCM – and why! Our Conclusions


4 What is Inspire? It consists of: INSPIRE NE; a Social Enterprise Research, Development and Replication Unit for the North East. INSPIRE Europe; a European wide Social Enterprise R&D Network. Funded; through Equal Theme D and One North East

5 INSPIRE is delivered through three Stages: Action 1: (Sept 04 – June 05) - 49,000 = 50% Preparation & partnership-building (domestic & trans-national) Action 2: (July 05 – June 07) - 775,000 = 50% Implementation Action 3: (July 06 – Dec 07) - 147,230 = 50% Networking, dissemination & mainstreaming

6 What are our Objectives? INSPIRE is fast-tracking the development of the North East of Englands social enterprise sector, through the pursuit of two objectives: 1.The establishment of a social enterprise research and development unit 2.Creation of new replication methodologies / partnerships that strengthen the social economy

7 Obj.1R & D Unit Supports social enterprises and relevant support agencies, particularly those working with disadvantaged groups, to develop innovative market oriented social enterprises. By developing partnerships with relevant research bodies, inventors, market intelligence agencies and local and regional support agencies. This includes our own CDFI and financial support agency, CapitaliSE and procurement opportunities.

8 Obj.2 Replication Partnerships Once ideas are identified, we will set up Replication Partnerships to develop new social enterprises and federate those implementing similar business models. * It is not about just replicating a one off social enterprise to produce a franchisee!!! It will primarily focus on three high growth business sectors with particular opportunities for social enterprise: - CARE - THE ENVIRONMENT - TOURSIM AND CULTURE

9 INSPIRE EUROPE INSPIRE Europe is also made up of a Transnational Partnership: Partners include: - LithuaniaBEDP (Lead Partner) - UKINSPIRE - GermanyINCUBE - FinlandSESF - ItalyWIP - PolandMAZURSKI FENIKS - UKREALISE * All are bound to a Transnational Partnership Agreement (TCA)

10 PCM What we did originally – with/out it ! Identify the problem as we saw it - but not necessarily via PCM assessment tool Chose stakeholders we thought would be the right ones Plan the project – and begin

11 PCM What we didnt do with it (and why not – on reflection!) Comprehensive and objective problem assessment Comprehensive stakeholder mapping Formally follow PCM Project Cycle – project design originally outside PCM. Develop activities and outputs from overall outcomes – via Log Frame

12 PCM What were doing with it – now! Following closely the PCM Project Cycle – designing, implementing, mainstreaming & evaluating Re-visiting problem assessment Re-defining partnership roles and tasks Working with a fully developed Log Frame Internal monitoring On-going evaluation Managing the Project Structuring the final evaluation

13 Key Problem R & D has never been developed for the sector Cause Lack of relevant information available to the sector Cause Social Enterprises do not use information available Cause Lack of a concentrated resource Cause Information does not flow in a structured way Cause The structure has not previously existed Cause The resources have not been there previously Cause Lack of resources to explore new ideas

14 Key Problem R & D has never been developed for the Sector Effect Private business & profit win out Effect Social Enterprise fails as a concept Effect The sector does not grasp new opportunities Effect The sector does not grow & aspirations are not raised Effect Social enterprises stick to traditional markets Effect Social enterprises fail to break into new markets Effect The Social Enterprise sector could shrink

15 Conclusion PCM has worked wonderfully well in re- visiting stakeholder mapping / analysis Formalised partnership roles and tasks Formalised activity plan Refined all within Logical Framework Developed our Internal Monitoring Insisted we now manage our project!

16 Conclusion cont… Followed a somewhat British mode – not the most formalised and comprehensive planning process ( whilst right for us etc) The first project of this type to address such issues within social economy in UK Ensured our evaluation will be structured correctly and bring us into line with European colleagues – it is useable and could well set the tone!

17 For more info: Contact:

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