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Building Peace through Emotional Resilience Workshop 2: Quality of Project Design
22 May 2019
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Agenda Introductions Recap Quality of project design: Overview
Logic Model Framework Monitoring Risk register Communications Exit Strategy Diffusion of an Innovation
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Recap
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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.
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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
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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
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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?
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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,
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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
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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
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Summary The Peace programme – a narrative ‘arc’ from:
Rationale/need/market failure To Objectives Programme (specific objectives) Activities and projects Outcomes (final objectives)
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Quality of project design: Overview
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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?
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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?
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Logic model framework
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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
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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
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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?
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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
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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
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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
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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
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Need and Demand YPBAS, 2016 35% have ever had concerns about their mental health 61% did not seek help 39% sought help
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Need and demand Growing Up in Ireland Child cohort study publications
Note: Not specific to Border Counties
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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,
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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
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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
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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
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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
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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
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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
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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?
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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.
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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
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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
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Design and delivery
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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,
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Monitoring
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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
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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
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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?
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Monitoring and Evaluation
Why do it? Project management and governance Identifying problems Basis for corrective actions Managing risks Facilitate project evaluation
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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
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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
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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
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Monitoring The Executive Office, Good Relations Indicators Annual Update 2018 In the Data Tables spreadsheet, see the Metadata worksheet for list of data sources
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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 (%)
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Risk Register
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Risk Register The Business Case application form does not ask for one
But applicants should prepare one and upload as an attachment
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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
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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)
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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
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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
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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?
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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’
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Communications Plan
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Communications Plan Work package requirement
Internal and external communication All other tasks associated with communication activities Dissemination tools Associated communication deliverables
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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.
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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.
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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.
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Exit Strategy
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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
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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?
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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?
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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
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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
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eMS Guidance Document Provides detail on requirements for each Section of the Business Case and the Work Packages Available at:
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