3 IDEAS & OPPORTUNITIES Questions for the management of the NGO: Is the organisation fit for a project?development stage of NGO allows for project involvementDoes this project fit the organisation?added value of funding opportunity for development/capacity/priorities of NGOWho are we as an organisation?project compatibility with mission and culture of the NGOWhat are we doing?project compatibility with activities and priorities of the NGODo we have enough money?preparation of proposal, advancing project funds, co-financingDo we have competent staff?proposal drafting, project and financial management, professional expertise
4 IDEAS & OPPORTUNITIES Questions for the designer(s) of the project: Do we know what the programme is about?objectives, activities, outputs, beneficiaries, partnership, budget, …Do we understand the documents?Call for Proposals, Guidelines, Application Form, Eligibility Criteria, …Are our ideas in line with the programme?the idea should fit the programme, not the other way aroundDo we have resources for this proposal?human, financial, technical and time resourcesDo we have the capacity to implement the project?what will happen with the organisation if it has to run the project
5 DRAFTING PROPOSALS PROJECT SKELETON PARTNER IDENTIFICATION What, when, why, with whom, for whomPARTNER IDENTIFICATIONTask dispatching + share of grant/co-financingDESCRIPTION OF ACTIVITIESPut flesh to the bonesMake sure you have adequate expertisePLAN OF ACTIONMake sure the plan is realistic (activities/period/time available)
6 DRAFTING PROPOSALS DETAILED BUDGET FINE-TUNE BUDGET AND ACTIVITIES Budget plan per activity / per type of expense / in totalKeep in mind donor requirements and commitment of partnersFINE-TUNE BUDGET AND ACTIVITIESMake it fit the eligibility criteriaInvolve all partners and have their final commitmentCOMPLETE OTHER PARTSEnsure consistence in terminologyMake sure you have adequate expertiseGATHER ANNEXES / PARTNER INFOStart collecting documents in timePrepare standard presentation on own organisation
7 EXERCISE – PROJECT OUTLINE Short-term objective: which goal should have been reached at the end of the project (i.e. after twelve months) – name only one goalPartnership: who is formally involved in the project – name the lead organisation and the partners and explain for each partner your choiceCore activities: list at least four types of activities that will be implemented during the project (e.g. training of staff or clients, research, publications, seminars, public affairs/lobbying, public information, etc...Target group & beneficiaries: list (and quantify) the types of people that will be directly involved in the project (e.g. staff of partners, service users, etc...) and the groups that are targeted indirectly by the project (e.g. service users, general population, etc...)Expected results: mention three concrete achievements (linked to the project goal) that will be realised during the project duration
8 ACTIVITIES & RESULTSActivities are actions or tasks that have to be implemented in order to produce the expected resultsAll project actions should be reviewed and confirmed during the inception phaseEach activity has its own cost, which should be in line with the contract budgetOrganisations should ensure that activities are in line with EC visibility regulations, where applicable
9 ACTIVITIES & RESULTSImplementing activities can contribute to building the capacity of your organisationInvolving beneficiaries and stakeholders in the actions facilitates sustainabilityThere is always a link between a project activity and a project resultRealistic planning with some room for flexibility reduces the risk for delays
10 ACTIVITIES & RESULTSAccording to other NGOs in the social field, it is important to ensure that the actions are:producing the expected resultimplemented according to planinvolving the target group and beneficiariesrespecting the technical situation of the areaimbedded in the local contextendorsed by the (local) authoritiescommunicated to the various stakeholders
11 EXERCISE – RESULTS & ACTIVITIES On the basis of the project outline:list all activities foreseen in the project;indicate in which month each activity will take place;link each activity to one of the expected results.
12 PROJECT BUDGETS STAFF AND EXPERTS TRAVEL AND SUBSISTENCE EQUIPMENT AND SUPPLIESOFFICE COSTSOTHER COSTS AND SERVICESADMINISTRATIVE COSTSCONTINGENCY
13 PROJECT BUDGETS THINK OF ALL POSSIBLE COSTS ACTIVITIES OUTPUTS / PRODUCTSSTAFFEXTERNAL EXPERTISEOFFICE RENT & MATERIALSDISSEMINATIONEVALUATION / AUDITBANK CHARGESETC…
14 Good & Bad Budgeting Practice Staff: include all costs and taxes, not only net salary, and keep in mind possible salary increases – calculate average salaryAll costs: grant + own funding – it is one project with one budget; donor will contribute certain % of project costs (with ceiling)Do not consider EC grant as acquired property that can be spent on anything – it is an advance to support implementing a well defined project
15 Good & Bad Budgeting Practice Co-financing: make sure you can count on external support when it has been promisedPartner organisation: try to know your partner organisation well in advance in order to see through “keeping up appearances”; try to create win-win situation for all partiesUse rounded figures: this allows for some flexibilityStart budgeting widely, then later narrow focus, reduce costs, size and number of actionsAvoid calculation errors
16 EXERCISE - BUDGETBased on the activities and the maximum project cost and co-financing share:describe which kind of costs are involved;calculate a total per type of costs;indicate which costs will be co-financed;divide total budget / co-financing among partners.
17 PARTNERS & STAKEHOLDERS Stakeholders are individuals, groups of people, institutions or firms that may have a relationship with the project.They may – directly or indirectly, positively or negatively – affect or be affected by the process and the results of the project.The concrete stakeholders differ per project, but usually can be clustered in a few groups.
18 PARTNERS & STAKEHOLDERS It is important to identify the different stakeholders and understand how they relate to the project.During project implementation it is very important to build up local partnerships or a network of stakeholders who have similar concerns.Other NGOs in the social field have indicated that:Cooperation with (local) authorities is necessaryInvolvement of all relevant stakeholders leads to some kind of community commitmentGood communication leads to visibility, awareness raising and identification/acceptance by the general population
19 EXERCISE – PARTNERS & STAKEHOLDERS On the basis of the outline and the budget:list all official partners and indicate their role in the project;list the different stakeholders that will be addressed throughout the project;indicate how the stakeholders will be involved.
20 CONCLUSIONLooking for opportunities, developing proposals and implementing projects is very time-consumingThe management of the organisation must allocate sufficient human and financial resources if it wants to be successfulGood-quality project preparation pays off
21 CONCLUSION THINK BEFORE YOU ACT BE PRECISE AND COMPLETE MAKE SURE ALL ACTIVITIES ARE FULLY “TRANSLATED” IN THE BUDGETBE AWARE THAT THE APPLICATION IS THE ONLY CRITERION FOR APPROVALCONSIDER THE APPLICATION AS YOUR BUSINESS CARD