Writing EC project proposals

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Writing EC project proposals
Brussels, 29th to 30th October 2007
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Content
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Main application documents
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Analysis
1 Consistency with policy surrounding 2
Analysing a problem 3 Who are the stakeholders?
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Solution
1 What are our objectives? 2 Indicators
sources of verification 3 Monitoring
Evaluation 4 Activities
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Filling in the logframe
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Most common mistake of NGOs
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Content
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Grant Application Form I The Action 1
Description 2 Expected Results 3 Budget for the
Action 4 Expected Sources of Funding II The
applicant, consortium members, 1 Identity 2
Bank Details 3 Description of Applicant or 4
Capacity to manage implement action 5 Other
Applications for Eur. Sources III Local
Partners 1 Description of Local Partner 2
Partnership Statement IV Associates V
Checklist VI Declaration by the Applicant
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Content
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2.1 Consistency with development policies
Important documents
International level
? the MDGs http//www.un.org/millenniumgoals/ ?
ICPD in Cairo http//www.unfpa.org/icpd/summary.ht
m ? Bejing Conf http//www.un.org/womenwatch/daw/
beijing/index.html ? NEPAD http//www.nepad.org/2
005/files/health.php ? Abuja 2006 Action Plan
http//www.africa-union.org/root/au/conferences/pa
st/2006/may/summit/doc/en/ABUJA_CALL.pdf ?
Maputo Plan of Action http//www.unfpa.org/public
ations/docs/maputo.pdf
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2.1 Consistency with development policies
Important documents
European level
? The European Consensus on Development
http//register.consilium.europa.eu/pdf/en/05/st1
4/st14820.en05.pdf ? The Cotonou Agreement
http//ec.europa.eu/development/body/cotonou/index
_en.htm ? EU Strategy for Africa
http//www.europe-cares.org/africa/ ?
Development Cooperation Instrument
http//register.consilium.europa.eu/pdf/en/06/st03
/st03663.en06.pdf ? Health, Aids Population
http//ec.europa.eu/development/Policies/9Inter
ventionareas/HumanDev/ HumanDevhealth_en.cfm
? Gender Equality http//ec.europa.eu/devel
opment/Policies/Crosscutting/GenderEqu_en.cfm
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3.1 Consistency with development policies
Example 1
() Most importantly the action directly
co-relates and contributes towards reaching the
Millennium Development Goal 6 Combat HIV/AIDS,
Malaria and other diseases. ()
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2.1 Consistency with development policies
Example 2
() The action helps achieve the programme of
action (PoA) that was endorsed at the ICPD in
Cairo 1994 and has been repeatedly affirmed in EU
development co-operation policies, including the
European Consensus on Development. ()
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2.1 Consistency with development policies
Example 3
() The action fits into the objectives
outlined in the Poverty Reduction Strategy (PRS),
the Economic Strategy for Kenya, the national
HIV/AIDS prevention and control policy, The
Adolescent Reproductive Health Policy and the
Sector wide Plan for the Ministry of Health among
other Policy instruments. ()
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Content
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2.2 Analysing a Problem
Identifying Cause Effect relationships between
problems
Problem analysis identifies the negative aspects
of an existing situation and establishes the
 cause and effect  relationships between the
identified problems. ? Identification of the
major problems faced by target groups
beneficiaries What is/are the problem/s? Whose
problems? ? Select the main problem. ? Define
the causes and the effects of this this
problem. ? Visualise in a problem tree This is
the summary picture of the existing negative
situation.
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2.2 Analysing a Problem
Example
Situation
The 12 NMS are emerging as new donors in the
field of development cooperation. However, the
new policies do not address SRHR properly.
Governments tend to draft their development
cooperation policies as response to the acquis
communautaire and not public pressure.
Politicians dont know about SRHR and the ICPD
agenda. In addition, many of their citizens
believe that before helping others, we need to
help ourselves. This is combined with strong
conservative tendencies which work against SRHR.
Therefore, on the long run the EUs strong
political commitment to promote SRHR will loose
its momentum.
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2.2 Analysing a Problem
Example
Problem
The 12 NMS are emerging as new donors in the
field of development cooperation. However, the
new policies do not address SRHR properly.
Governments tend to draft their development
cooperation policies as response to the acquis
communautaire and not public pressure.
Politicians dont know about SRHR and the ICPD
agenda. In addition, many of their citizens
believe that before helping others, we need to
help ourselves. This is combined with strong
conservative tendencies which work against SRHR.
Therefore, on the long run the EUs strong
political commitment to promote SRHR will loose
its momentum.
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2.2 Analysing a Problem
Example
Cause
The 12 NMS are emerging as new donors in the
field of development cooperation. However, the
new policies do not address SRHR properly.
Governments tend to draft their development
cooperation policies as response to the acquis
communautaire and not public pressure.
Politicians dont know about SRHR and the ICPD
agenda. In addition, many of their citizens
believe that before helping others, we need to
help ourselves. This is combined with strong
conservative tendencies which work against SRHR.
Therefore, on the long run the EUs strong
political commitment to promote SRHR will loose
its momentum.
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2.2 Analysing a Problem
Example
Effects
The 12 NMS are emerging as new donors in the
field of development cooperation. However, the
new policies do not address SRHR properly.
Governments tend to draft their development
cooperation policies as response to the acquis
communautaire and not public pressure.
Politicians dont know about SRHR and the ICPD
agenda. In addition, many of their citizens
believe that before helping others, we need to
help ourselves. This is combined with strong
conservative tendencies which work against SRHR.
Therefore, on the long run the EUs strong
political commitment to promote SRHR will loose
its momentum.
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2.2 Analysing a Problem
The problem tree
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Content
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2.3 Who are the stakeholders?
Stakeholders EC jargon explained
Individuals or institutions that may
directly/indirectly, positively/negatively
affect or be affected by a project.
Stakeholders
Are those who benefit in whatever way from the
implementation of the project.
1 Beneficiaries
? Target group(s) The group who will be directly
positively affected by the project. This may
include staff from partner organisations. ?
Final beneficiaries Those who benefit from the
project in the long term at the level of the
society at large.
Those who implement the projects in-country (they
may be a target group) partners from new member
states/ local partners/ associates
2 Project partners
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2.3 Who are the stakeholders?
Tips
? Gender analysis the aim is equitable access to
project benefits. ? Prove that you know what the
beneficiaries need include beneficiaries in the
design phase It helps to prove that their needs
are duly taken into account. Tools participatory
discussions, focal groups, interviews, workshops,
research/baseline studies ? Always connect one
problem aspect to one stakeholder in order to
ensure coherence and complementarity later on.
? Stakeholders should be numbered
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2.3 Who are the stakeholders?
Example

• Direct target groups
• opinion formers (500 journalists
• political decision makers (200 MPs and MEPs, 100
  ODA officials)
• civil society actors (100 NGOs working on
  development issues)
• multipliers (5,000 teachers
• Indirect target group the general public (over
  20 million citizens).

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2.3 Who are the stakeholders?
Example

1. opinion formers, chosen for their capacity to
   influence decision making and to forge public
   opinion
2. political decision makers, chosen for their
   capacity to directly influence development
   co-operation priorities and public spending on
   ODA
3. civil society actors, chosen in order to create
   strong sustainable support for SRH issues in
   civil society and to strengthen advocacy efforts
   foreseen by this proposal
4. multipliers, chosen for their capacity to form
   and sustain an interest in specific development
   issues in the young generation.

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Content
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3.1 What are our objectives?
The final situation we want to achieve
The analysis of objectives describes the
situation in the future once identified problems
have been remedied. ? negative situation of the
problem tree is converted into solutions,
expressed as positive achievements. ? these
positive achievements are in fact objectives.
New development policies in NMS do not
address SRHR   New development policies in
NMS address SRHR  
Example
Problem
Objective
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3.1 What are our objectives?
The objective tree
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3.1 What are our objectives?
Different types of objectives EC jargon explained
They should explain why the program is important
to society (longer term benefits to target groups
and to other parts of society).
Overall objectives
It should address solve the core problem
(benefits to be received used by the target
group).
Specific objectives
They should describe the outputs/services to be
delivered to the target group.
Results
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3.1 What are our objectives?
Different types of objectives How many?
1 3 overall objectives.
Overall objectives
Only 1 specific objective per project. Having
more than one could imply an excessively complex
project, and hence possible management problems
(EC quote).
Specific objectives
3 5 results
Results
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3.1 What are our objectives?
Different types of objectives Examples
The overall objective is to contribute to poverty
reduction by meeting the health related MDGs and
the ICPD agenda.
Overall objectives
The specific objective of the action is to ensure
that SRHR is addressed by NMSs development
policies.
Specific objectives
20 key politicians know about SRHR and the Cairo
Agenda.
Results
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3.1 What are our objectives?
Different types of objectives What is a good
objective?
? Objectives they have to describe a new
situation. ? Activities they are the
process to reach the new situation. It is not
because you have worked on s. th. that you
automatically reach your objective.
20 key politicians know about SRHR and the
Cairo Agenda.  We educate key politicians
about  SRHR and the Cairo Agenda.
Example
Objective
Activity
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Content
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3.2 Indicators sources of verification
How do you verify success?
? Indicators allow you to understand whether
the intervention has been successful or is
on-track. ? Indicators describe the projects
objectives in operationally measurable terms. ?
Indicators are the basis for the projects
monitoring evaluation system. Q  How would
we know whether or not what has been planned is
actually happening or happened? How do we verify
success? 
? How should the information be collected?
(e.g. from administrative records, special
studies, sample surveys, observation ) ? Who
should collect the information? (e.g. field
extension workers, contracted survey teams, the
district health office, the project management
team) ?When/how regularly should it be provided.
(e.g. monthly, quarterly, annually, )
Tips Indicators
Sources of verification
Sources of vrification
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3.2 Indicators sources of verification
How do you verify success?
? avoid the creation of parallel
information systems, minimize additional costs,
? see if the required information can be
collected through existing systems, ? the
Bureau of Statistics, local research agencies,
donor and business reports ? civil society
organizations, local government agencies and
other service delivery agencies
Sources of verification
? Indicators should be independent of each
other. Each one relating to one objective. ?
often it is necessary to establish several
indicators. One indicator can provide
quantitative info the other qualitative. ?
however not too many indicators! Guiding
principle collect the minimum amount of info
Tips Indicators
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3.2 Indicators sources of verification
Indicators should be SMART
Specific to the objective it is supposed to
measure. Measurable (quantitatively,
qualitatively) Available at an acceptable
cost Relevant to the information needs of
managers Time-bound so we know when we can
expect the objective to be achieved
Indicators should be SMART
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Content
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3.3 Monitoring and Evaluation
Points to be included
? Refer to the logical framework, and describe
the indicators, the means of verification (data
sources and data collection methodologies), and
the frequency of data collection. ? Describe how
the monitoring and evaluation plan will be
implemented. ? Describe the human resources that
will be used to monitor and evaluate the project,
including the staff or department of the
organization responsible for data collection and
analysis and the consultants or technical
assistance you will need. ? Discuss the
evaluation methodologies you will use for each
indicator or type of indicator (organized by
methodology). ? Inform the donor of your
reporting plans and frequency, keeping in mind
that donors may have their own requirements for
reporting to them.
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Content
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3.4 Activities
How to prepare an activity schedule step by step
1 List main activities
What activities are needed in order to get these
results? List them ordered by result.
2 Break activities down into manageable tasks
Break activities down into sub-activities. Break
each sub-activity down into its component
tasks Goal to make the the activities simple to
be organised and managed easily. Each task can
be assigned to an individual, and becomes their
short-term goal. NOT too much detail. The
breakdown should stop as soon as the planner has
sufficient detail to estimate the time and
resources required.
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3.4 Activities
How to prepare an activity schedule step by step
3 Clarify Sequence Dependency
Once the activities have been broken down, they
must be related to each other to determine
their ? sequence in what order should related
activities be undertaken? ? dependencies is the
activity dependent on the start-up or completion
of any other activity?
4 Estimate start-up, duration completion of
activities
Now, make a realistic estimate of the duration of
each task. A common problem is to underestimate
the time required Reasons ? Some activities
tasks have been forgotten. ? Interdependence of
some activities has been overlooked ? The same
person to do two or more things at once ? A
desire to impress with the promise of rapid
results
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3.4 Activities
How to prepare an activity schedule step by step
5 Summarise main activities
provide an overall summary of the start-up,
duration and completion of the main Activity
itself.
6 Define milestones
Milestones provide the basis for monitoring
management. They are key events that provide a
measure of progress and a target to aim at.
Example of milestones ? dates estimated for
completion of each activity.
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3.3 Activities
How to prepare an activity schedule step by step
7 Define expertise
specify the type of expertise required for each
task. Often the available expertise is known in
advance. This is a good way to check whether the
action plan is feasible given the human
resources available.
8 Allocate responsibilities among project partners
Who is responsible for the achievement of
milestones? - Who has overall
responsibility? Take into account the capability,
skills and experience of each partner. When
delegating tasks to partners, it is important
that they understand what they have to do.
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3.4 Activities
How to prepare an activity schedule step by step
Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1 Year 1
Semester 1 Semester 1 Semester 1 Semester 1 Semester 1 Semester 1 Semester 2 Semester 2 Semester 2 Semester 2 Semester 2 Semester 2
Activity Month 1 2 3 4 5 6 7 8 9 10 11 12 Implementing body
Example example Example
Preparation Activity 1(title) Local partner 1
Execution Activity 1(title) Local partner 1
Preparation Activity 2 (title) Local partner 2
Etc.
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Content
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4 the logframe
is the summary of the project.
Project Description Indicators Source of Verification Assumptions
Overall objective
Specific objective
Results
Activities Means costs
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Content
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5. Most common mistakes of NGOs
Two studies conducted by the European Commission
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5. Most common mistakes of NGOs
The findings
? Non-compliance with the deadline for submission
of proposal ? Problems with the limits set in
the guidelines Minimum or maximum amount of
project budget not respected EC contributions
requested higher thqn 75 without justification
Project duration not respected ? Missing
documents Statutes of partners are
missing Statutes o applicant are missing Most
recent accounts are missing Missing copies and
electronic version Partnership statement missing
or not signed by the partners Balance sheet is
missing
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5. Most common mistakes of NGOs
The findings
? Formally not corrected completion of the
application form ? No minimum own contribution
proposed ? The sworn statement has not been
signed by the applicant ? Preliminary cost
breakdown is missing in the application ? No
partner in cases it was mandatory ? Partners
not eligible
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5. Most common mistakes of NGOs
The findings
? The proposal was sent without the mention  not
to be opened before the opening session  on the
envelope and was opened before the opening
session. ? EC format of application not used. ?
Application not totally complete or hand-written.
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annex
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Most common mistakes of NGOs
from the ACP- EU water facility progress
report.
? The EC received 800 preliminary proposals. ?
After the administrative compliance and
eligibility check 511 Preliminary Proposals. ?
An analysis of the most common reasons for
rejection was conducted.
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7 most common mistakes of NGOs
from the ACP- EU water facility progress
report.
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7 most common mistakes of NGOs
from the ACP- EU water facility progress
report.
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7 most common mistakes of NGOs
from the ACP- EU water facility progress
report.
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7 most common mistakes of NGOs
from the Phare programme.
? Non-compliance with the deadline for submission
of proposals we emphasise that the date and time
of the receipt of the proposal counts, not that
of mailing! ? Formally not correct completion of
the application form only formally compliant
proposals will be accepted. ? Only those
organisations eligible can apply with eligible
projects (as indicated in the application
package). ? Modification of the minimum or
maximum size of grants the amount of the grant
requested must fall between the limits published,
other proposals cannot be accepted. ? Own
contribution the minimum own contribution as
requested by the Guidelines for Applicants must
be proposed, otherwise the proposal cannot be
accepted. The percentage of the own contribution
must relate to the total costs of the project
(own contribution requested grant). ?
Calculation errors please take care of exact
calculations. ? Eligible costs only those costs
actually incurred and directly related to the
implementation of the project can be funded.