1. Building Peace through Emotional Resilience Workshop 2: Quality of Project Design
22 May 2019

2. Agenda Introductions Recap Quality of project design: Overview
Logic Model Framework
Monitoring
Risk register
Communications
Exit Strategy
Diffusion of an Innovation

3. Recap

4. Purpose
To provide prospective applicants with advice and guidance to cover the following areas:
The requirements of the PEACE IV Programme.
The SEUPB application assessment process.
Evidencing need and demand.
Evidencing contribution to delivering the requirements of the PEACE Programme.
Value for Money.

5. Workshop 3 Topics include: The proposal document Q&A
Cross-community and cross-border value-added
VFM
Sustainable development
Equality
The proposal document
Q&A
Helpful to send questions in advance
SEUPB on or before Thursday, 30 May 2019
Review and wrap-up

6. SEUPB Criteria for Assessment
Contribution of the project to the defined results and outputs of the programme
Quality of project design
Quality of cross community and cross border co- operation with demonstrable added value
Quality of project team and implementation arrangements
Value for money
Contribution to sustainable development
Contribution to equality

7. Contribution of the project to the defined results and outputs of the programme
Does the project demonstrate a good fit with strategic context?
Are there clear objectives that directly relate to the results and outputs of the call for applications?
To what extent is the project expected to make a significant contribution to the results of the programme?

8. Building a competitive economy
The Peace Programme: Rationale
Barriers to social and economic progress – areas of ‘market failure’:
Problems ‘Specific’ to Northern Ireland and Border Region
Segregation
Barriers to interaction, real and perceived
Polarisation
Mutual distrust
Marginalisation
Racism
Lack of community cohesion
Community cohesion
Building a competitive economy
Need to increase RTDI
Promote value-added industry
Encourage new business
Tackle unemployment and inactivity
‘Core’ economic and societal problems
Source: Peace III Operational Programme, pp and Figure See also Peace IV Cooperation Agreement, pp 1-3,

9. The Peace Programme: Underpinning Theories of Change
The individual change theory
Peace comes through transformative change of a critical mass of individuals, their consciousness, attitudes, behaviours and skills.
Activities include investment in individual change through training, dialogue and encounter groups, trauma healing.
The healthy relationships and connections theory
Peace emerges out of a process of breaking down isolation, polarisation, division, prejudice and stereotypes between / amongst groups.
Activities include inter-group dialogue, networking, relationship building processes, joint efforts and practical programmes on substantive problems.
Source: Peace III Operational Programme, para Also, Peace IV Cooperation Agreement, pp 9-10

10. Peace IV: Lessons from Peace III
The need for future funding to address issues surrounding the sense of identity within communities and tackling the challenges presented by symbols, flags and related issues
Increased emphasis on cross-community work as opposed to single identity interventions in order to reduce the risk of entrenching divisions
Emphasis on sustained and meaningful contact:
“The theory of change which underpins the Programme emphasises the importance of contact at an individual and community level.”
Source: Peace IV Cooperation Agreement, page 15

11. Summary The Peace programme – a narrative ‘arc’ from:
Rationale/need/market failure To
Objectives
Programme (specific objectives)
Activities and projects
Outcomes (final objectives)

12. Quality of project design: Overview

13. Issues for the assessment
Is the project well designed?
Clarity and robustness of project design
Clear link between need, objectives, resources, activities, outputs and results?
SMART objectives and activity targets?
Achievability of proposed project outputs and results
Measures to ensure inclusion of marginalised/other target groups?
Are the delivery arrangements sound? Clear rationale for who is delivering what and why?
Technically sound? Best practice/innovative?
Proposed work/implementation plan robust and realistic?

14. Issues for the assessment
Monitoring & evaluation arrangements adequate?
Communication Plan robust?
Clear plan for information and knowledge transfer between the partners and external stakeholders/the public?
Appropriate exit strategy to allow for continuation of the project benefits?
Completeness of risk assessment
Are key risks identified and assessed?

15. Logic model framework

16. Proposal to address the identified needs
Logic Model framework
Rationale / need
Strategic policy context
P&R ‘market failure’
Socio-economic problems to be addressed
Outcomes
Results
Proposal to address the identified needs
Outputs
Objectives
Resources
Activities

17. The strategic context Refer to relevant policies or strategies
Indicate how the proposal is expected to contribute to the relevant strategic aims and objectives
Peace IV is key
Also the range of policy contexts outlined by the Accountable Departments
10 April Workshop, slides 55 et seq
Community relations – T:BUC in NI, DFAT in Border Counties

18. Need and Demand Business Case Section 5 requirements
Establish clearly the rationale for intervention
Demonstrate why your project is most appropriate solution
Specific reasons, with supporting evidence
Evidence around need/demand, e.g., primary research, consultations, statistics
Identify deficiencies in current provision
Who is most affected by the issues addressed
Describe the beneficiaries/potential recipients, e.g., age profile
Building on previous experience?

19. Need and Demand Have to consider the Call requirements
The eligible region
Urban Villages – a local/community dimension
Community-based response to mental health prevention, early intervention and recovery for young people
Create a space to test models which stimulate promotion, prevention, early intervention and recovery
Develop a model of good practice which can be replicated in other cross-border regions and/or in the EU
Develop cross-border/cross-community solution focused approaches

20. Need and Demand From 10 April Workshop, slides 68-72
To improve mental health outcomes through early intervention, prevention and recovery, ensuring alignment with policy
Should embed the principles of Trauma Informed Practice through a three strand approach reflecting the Framework prescribed by the National Institute of Clinical Excellence (NICE) in their Stepped Model of Care to ensure a quality standard approach

21. Need and Demand What problem(s) will be addressed
How do the issues manifest themselves in the target region, local communities
What data sources are available to establish, e.g., prevalence, risk?
Statistics
Research
Consultations
Experience from other projects/programmes

22. Need and demand Regional population indicators For example:
Young Persons Behaviour and Attitudes Survey
School-based survey of year-olds in NI
Wide range of topics
Runs about every three years – 2016 is latest
Click through to Department of Health Bulletin for headline information Mental Health & Wellbeing

23. Need and Demand
YPBAS, 2016
35% have ever had concerns about their mental health
61% did not seek help
39% sought help

24. Need and demand Growing Up in Ireland Child cohort study publications
Note: Not specific to Border Counties

25. Between and 2017, the 10% most deprived areas accounted for 21% of deaths from suicide or undetermined injury. The 30% most deprived areas accounted for 49%.
Source: NISRA, Suicide Statistics,

26. Need and demand Geographic/small area data
Northern Ireland Multiple Deprivation Index
The Health and Disability domain includes a ranking of Super Output Areas on a Combined Mental Health indicator
The overall Health and Disability ranking can be mapped

27. Need and Demand Other mapping resources include:
NINIS (NI Neighbourhood Information System)
For the Border Counties, the Pobal Maps website
All-Ireland -Some datasets on the AIRO website

28. Need and Demand
The proposed service provision or financial assistance should be justified
It should be established that the chosen level of service or assistance is appropriate
Establish the need for expenditure by:
Analysing the expected demand for services
Identifying deficiencies in current service provision
Projections of need or demand should be quantified
Details of supporting calculations and assumptions should be provided

29. Establishing the baseline
An essential first step.
A clearly defined baseline will:
Provide context
Support for the rationale/need
Define relevant performance indicators
Help measure impact
Interpret the ‘Do nothing’ option

30. Some baseline questions
Context
Community relations
Socio-economic conditions
Existing partnerships and networks?
Opportunities for collaboration
Mapping current provision
Where are the gaps?
Is there unmet need?
Ensure no duplication of statutory service provision

31. The baseline may be ‘moving’
Key indicators – projected trends
Impacts of investments that partners may be required to carry out, e.g., statutory
Impacts of investments or actions by other organisations
Planned/in the pipeline investments or actions by other organisations (weighted by likelihood)
Where relevant, all of the above may affect the ‘do nothing’ option
Highlight:
Any adverse trends (‘things getting worse’) that your project may help to reverse
Activities, investments, etc., that your project may complement

32. Mapping current service provision
What is the catchment area? Target groups?
Mapping current service provision
What is the current level of provision?
Where are the gaps?
Is there unmet need?

33. Displacement Definition (NI Green Book):
Displacement is the degree to which an activity promoted by government policy is offset by reductions in activity elsewhere.
The greater the extent of displacement, the lower is the net impact of the project
Adverse value-for-money implication
A modest degree of displacement may be acceptable, but more substantial displacement may constitute grounds to refuse an application for assistance.

34. Displacement Displacement risk should be minimised so far as possible
First step is to determine if there is such a risk:
Is the projected use filling an unmet need?
Or diverting from (displacing) some other initiative?
Ideally, want to be complementing other activities

35. Additionality
The extent to which an activity takes place at all, or is undertaken on a larger scale, or earlier, or to a higher standard, or within a policy target area, as a result of public sector intervention.
Fully additional if the project would not happen at all without assistance
Partial additionality if, without assistance:
Same project would be carried out later (timing effect)
Would go ahead on a smaller scale or to a lower standard
Must be substantiated

36. Design and delivery

37. The Call - Indicative activities
The following are listed:
Training programmes – emotional resilience and good relations
Regional based themed programmes – events, activities, workshops – sports, dance, arts, etc.
Best practice guidelines – community-based organisations
Shared Spaces/Emotional Recovery Colleges in each geographic targeted area
Peer Mentoring programmes
Social media app
Will need to be programmed on a cross-community and cross-border basis

38. The Call - Delivery model
What is listed:
Co-design, implementation and sharing across the geographic areas – training resources, etc
Integrated approach – capacity building
Partnership approach - Managed, planned, designed and implemented
Coherent approach – provision pathway – 3-24 years
Shared resources within the geographic areas
Shared contact – children and young people, stakeholders
Shared Emotional Resilience Colleges
Note the emphasis on sharing – should be reflected in co-design and partnership working

39. Proposed Design – Section 3 of Business Case requirements
SMART Activity targets
Project Activities
What specific activities
When and how often
Who will be responsible
Where will the activities take place
Sequencing and inter-relations (if applicable)
How these activities will achieve the SMART objectives
Quality of cross-community and cross-border with demonstrable added value

40. Define the objectives Define the expected outcomes and outputs
Specify targets that are SMART
Include implementation targets, e.g., dates, milestones
State the key constraints on the project, e.g., technical, legal, timing, etc.

41. INTENDED OUTCOMES, IMPACTS
Logic model: Building Peace through Emotional Resilience
The resources needed to deliver the project
The planned activities that can be accomplished with the available resources
If the planned activities are accomplished, the intended amount of product and/or service delivered to the beneficiaries
If the planned activities are accomplished to the extent that is intended, then the beneficiaries will benefit in certain ways
If the benefits to beneficiaries are achieved, then certain changes in organisations, communities or systems might be expected to occur
INPUTS
ACTIVITIES
OUTPUTS
INTENDED RESULTS
INTENDED OUTCOMES, IMPACTS
Planned work
The intended effects
Funding
Staffing
Facilities
Skill sets
Partnerships
Networks
Programme of activities to deliver the project
Note: How the project is delivered is important, e.g., co-design, added value of cross-community and cross-border partnerships, networking
Regional level project that results in meaningful, purposeful and sustained contact between persons from different communities
Cross-community, cross-border
Contribution to the results, i.e.,
Increase in:
% who think relations between Protestants and Catholics are better than they were 5 years ago
% who think relations will be better in five years time
% who know quite a bit about the culture of some minority ethnic communities
Reinforce progress towards a peaceful and stable society through the promotion of reconciliation amongst all communities
Build, improve and sustain relationships between communities by addressing issues of trust, prejudice and intolerance

42. Outputs, Results and Outcomes
These are ‘produced’ by the project
The results of activities that can be clearly stated or measured and are relevant to the desired outcomes
Results
Changes that the project is aiming to bring about in those who participate, e.g., attitudes and behaviours
Outcomes
Changes that benefit society as a whole
Should relate back to what the strategic framework is seeking to achieve

43. Objectives The guidance:
Objectives must be stated so that it is clear what the proposal intends to achieve
Useful to specify in terms of a hierarchy of outcomes, results and outputs
Locate objectives within the ‘logic model’ to clearly establish the link between the funding and the results and outcomes that are sought

44. Targets
Use to help progress in terms of producing outputs, delivering results and meeting objectives
Should be:
SMART
Linked to expected outcomes
Clear baseline
Benchmark data
The SMART acronym
Specific
Measurable
Achievable
Relevant
Time-dependent

45. Identify and describe the options
Required for Section 6 of Business Case document
Outline range of options considered
Options may vary by scale, content, timing, etc
Present rationale for preferred choice (your project)
Where possible, monetary and non-monetrary factors

46. Identify and describe the options
Identify and describe a baseline option, usually the status quo, and a suitably wide range of alternative options
Consider variations in project specification (scale, timing, etc.)
Choose a suitable option for full appraisal

47. Options Typically, will want to consider:
The ‘Do nothing’ option – a point of reference for the difference that you want to make
A ‘Do minimum’ option
The preferred option
Some other viable ‘do something’
But don’t generate options unnecessarily

48. Options
Key is to go through the process of sifting options so that can rationalise and defend the preferred option
For example:
Does the project have to be on this scale? Why?
Does it have to include programme z? Why?
Answer with reference to objectives and the need that is being tackled
Should help reinforce the additionality argument

49. Options Non-monetary benefits can be quantitative or qualitative
What are the potential benefits of a trauma-informed approach?
Qualitative might include empowerment, confidence from support
More difficult to quantify
But helpful to think about that

50. Between and 2017, the 10% most deprived areas accounted for 21% of deaths from suicide or undetermined injury. The 30% most deprived areas accounted for 49%.
Source: NISRA, Suicide Statistics,

51. Monitoring

52. SEUPB requirements
Output targets will form the basis of the grant – will be detailed in Letter of Offer
Need to be monitored over the lifespan of the project
For this Call, SEUPB will commission an evaluation of the project
Results will be presented at a conference
Though, SEUPB anticipate the successful project to collect attitudinal evidence of progress towards good relations

53. Section 9 Monitoring and Evaluation Plan: Requirements
How the results and outputs will be attributed to each project partner
How intend to monitor the progress of the project
How the information will be incorporated into the project governance arrangements
The factors to be evaluated, when and by whom
How the results will be disseminated, including target audience
How the project results and their impact will be evaluated at project completion

54. Section 9 Monitoring and Evaluation Plan: Requirements
How you intend to monitor and evaluate the progress of the project during its delivery against the results and outputs. For example:
What baseline information will be required?
How will baseline information be collected?
What monitoring techniques will be employed during project delivery?
How will data be collected?
How often will data be collected?
Who needs to be consulted?
Who will analyse the data collected?
How this will be used to inform project delivery?

55. Monitoring and Evaluation
Why do it?
Project management and governance
Identifying problems
Basis for corrective actions
Managing risks
Facilitate project evaluation

56. Monitoring Plan What factors to monitor Look to the ‘logic model’ How
Costs
Inputs
Activities
Outputs
Results
Outcomes
How
Systems for routine data collection
Range of methods, e.g., pre- and post-participation questionnaires, surveys (participants, affected population), case studies/’vignettes’, focus groups
Accumulation of monitoring data over life of programme will help greatly in ‘feeding’ the evaluation

57. Monitoring and evaluation
When
Look to the life cycle of the project
Monitoring
Continuous throughout project implementation
Focus will change with project stages (construction, programmes of activity)
Evaluation
At the conclusion of the project
Post-project evaluation – what has been achieved, performance against targets, lessons

58. Monitoring and evaluation
Good relations attitudinal indicators
Question ‘banks’ can be found at:
NI Life and Times Survey, 2017 Community Relations Module
Young Life and Times Survey, Community Relations

59. Monitoring
The Executive Office, Good Relations Indicators Annual Update 2018
In the Data Tables spreadsheet, see the Metadata worksheet for list of data sources

60. Children and young people: Example CR indicators
Making new friends with people from different religions background/ethnic group (%)
Regularly socialise or play sport with people from a different religion (%)
Young people in contact after the project ends (%)
Feel favourable towards people from Catholic communities, Protestant communities, minority ethnic communities (%)

61. Risk Register

62. Risk Register The Business Case application form does not ask for one
But applicants should prepare one and upload as an attachment

63. Risks Analysis of risk is intended to help:
Adjust assumptions about costs, benefits and timing to allow for optimism bias
Inform decisions about how best to manage risks
which factors need careful management, etc.
Inform the option selection process, e.g.,
where an option contains one or more high risks that are difficult/impossible to manage

64. Risks Risks vary with the type of project, context, etc. In general:
Planning and development
Cost overruns and delays
Funding and cash flows
Project management, governance
Collaboration
Demand risks
Financial (revenue and/or operating costs)

65. Risks Achievement of regional projects objectives
Cross-community engagement
Cross-border dimension
Participant profile
Finding physical spaces that can be shared
Generating sufficient participation (uptake/demand risk)
Displacement risk

66. Risk Register Risk category Risk description Risk ID Project impact
Scope, time, cost, resources, environment, etc.
Risk description
For example, competing claims on resources, demand risks and/or lack of (community) engagement
Risk ID
Project impact
What aspect of the project would be affected? Timing? Budget? What can be achieved? Scope?
Likelihood
Probability of occurring. Typically judgemental – High, medium, low

67. Risk Register Consequence Risk rank Risk triggers
The potential impact on the project if the risk materialises
This project has a three-year funding timescale, so a risk that resulted in significant delay would have ‘High’ impact
Risk rank
The product of likelihood and consequence
Risk triggers
What factors would trigger contingency plans or mitigation?

68. Risk Register Contingency plan Risk owner Residual risk
What can be done to address or mitigate the risk if it materialises
Risk owner
Who is responsible for managing the risk?
Residual risk
What risk remains once mitigating actions have been taken – should be aiming for ‘Low’

69. Communications Plan

70. Communications Plan Work package requirement
Internal and external communication
All other tasks associated with communication activities
Dissemination tools
Associated communication deliverables

71. Project Communications Work Plan
Purpose
To outline the marketing and promotional activities to be undertaken to build awareness for the project amongst key audiences in the target areas at appropriate times.
To ensure the project aims and benefit are carefully planned and clearly communicated.

72. Communications Work Plan: eMS sections
Summary / Overview section – detail the project aims and objectives of the plan over the lifetime of the project
Promotional activities section – detail activities you will use to communicate to your target audiences
Deliverables section – relates to what will be produced for each proposed activity.

73. Guidance Resources SEUPB eMS External User Guide - pdf doc on website
Step by step guide to completing the plan on eMS
Details of mandatory inclusions in the project plan
Need to adhere to EU and programme requirements relating to publicity and communications.
Refer to section 10 of the Programme Rules within the Publicity and Marketing Toolkit.

74. Exit Strategy

75. Exit Strategy – Section 11 of Business Case: Requirements
Describe the exit strategy
Including evidence of durability of outputs and results – what will last beyond the completion of the project
Strategy to secure the long-term impact
Mainstreaming? Sustaining the project? Rolling out?
How will maintain the project without EU funding or manage the expectations of recipients/participants in the case of scaling back or completing

76. Exit Strategy What would ‘durability’ look like for this project?
Demonstrable sustained changes in attitudes and behaviour?
Embedded (cross-community) pathways for emotional resilience?
Could the project be replicated in some other location and/or context?
How can ‘community gain’ be sustained when funding ceases? Risk of dissipating?

77. Diffusion of an innovation
This project is about testing new models in cross-community and cross-border settings
Conceivably, seeking to spread or diffuse an innovative approach?

78. Diffusion of an innovation
The Rogers Model
Four elements:
The innovation
Communication channels
Time
A social system
Leads to a stages model
Example of an application to benefit take-up

79. Innovation Fund for benefit take-up: Diffusion process adapted from Rogers, 2003
Stage
Processes
Targeting
Channels of communication
Partnerships
Knowledge / Awareness
Out-reach
Contacts actively engaging with the process – local networks, groups, champions, target groups
Persuasion / Promotion
Decision to adopt
Evaluation process
Benefit entitlement checks
Implementation / utilisation
Evaluation & confirmation
Submission of claim(s)
Enrolment process
New enrolments leading to benefit gain (£s)
Adoption by partner organisations
Acceptance
Barriers
Perceptions of ineligibility, low entitlement
Attitudes to claiming e.g. ‘stigma’
Complexity of the system
Lack of awareness of benefits
Triggers / Facilitating factors
Information
Communication – formal & informal
Engaging opinion leaders/formers
Social networks

81. eMS Guidance Document
Provides detail on requirements for each Section of the Business Case and the Work Packages
Available at: