Flanders project application and appraisal How it supports partnership.

Flanders project application and appraisal

How it supports partnership

Proposal questions and assessment criteriadirectly relevant to

partnership

PCM in Flanders: application form

Application form consists of list of +/- 30 standard questions: Analysis:

Analysis of policy context Stakeholder analysis Problem analysis

Formulation of the project: Objectives and risk analysis Work programme Measures concerning sustainability Management and partnership arrangements

Tools are provided to enable applicants to answer each question properly

PCM in Flanders: project appraisal Detailed appraisal questions (criteria) for

readers of project proposals now linked directly to applicant answers: Relevance: the project should meet demonstrated

and high priority needs: Relevance towards European and Flemish policy Relevance to stakeholders (incl. target groups)

Feasibility: the project should be well-designed and deliver sustainable benefits to target groups Feasibility of objectives Feasibility of work programme Sustainability

Good project management: Appropriate monitoring and evaluation mechanisms Well-managed

PCM in Flanders: questions and associated appraisal question -1

Analysis: Stakeholders:

Who are the other stakeholders in the project?

Describe their interests, their perception of the difficulties, and their

qualifications and resources. Do the same for the final

target group.

Proposal question

RelevanceStakeholders

Are all the stakeholders listed, including the final target group? Is there a

clear picture of what they can bring to the project

(resources and qualifications) and how they see the problem area from their own perspectives?

Appraisal question

Stakeholder analysis to back it up


Analysis: Stakeholders:

How are the stakeholders, particularly the final target

group, involved in preparing the application and/or

implementing the project? If the stakeholders are not

involved, why not?

Proposal questionRelevanceStakeholders

Will an accurate estimate be made of the influence which the stakeholders can have on implementation of the

project (given their qualifications and resources)

and their interest in the project (based on their

interests and their perception of the

difficulties)? In this light, will the stakeholders be involved in a targeted

manner in preparing the project (empowerment

insofar as the final target group is concerned)?

Appraisal question

Stakeholder strategies to back it up


Formulation: Work programme:

State what resources will be used for the main activities

and (if relevant) what partner organisation bears responsibility for specific

main activities.

Proposal question

Good management

Management

. Do the partners

have added value?

Appraisal question

Indicative activity and budget schedules to back this up


Formulation: Management:

. What will be done to ensure

that the project is adequately monitored by the umbrella organisation(s) and

that it has access to resources from those

organisations?

Proposal question

Good management

ManagementIs there a sufficient

guarantee that the project will be anchored in the

umbrella organisation(s)? Are the decision makers in the umbrella organisations

involved in the project?

Appraisal question

RACI/VS or similar to back it up


Formulation: Partnership:

. How is the work of the various partners to be

coordinated?

Proposal question

Good management

ManagementIs coordination within the

partnership sufficient for the participants to check the

quality of each other's work, avoid/solve conflicts and

streamline project management?

Appraisal question

RACI/VS or similar in partnership cooperation agreement has to be added

to back this up

Supporting toolsoffered to projects

Stakeholder analysis

Group/organisation…

Defending interests (goals)

Perception of issues

Resources (R) and mandates (M)

Centre for equal opsCombat discrimination, poverty, insecurity

Prejudices are at basis of discrimination in job i

M:advising parliament; R : knowledge on inter-cultural communication; R :sensibilisation campagnes

Group 2

Group 3

etc.

Interest in project (goals, perception of issues)Interest in project (goals, perception of issues)

Imp

ort

ance

(m

and

ate

s, r

eso

urc

es)

Imp

ort

ance

(m

and

ate

s, r

eso

urc

es) Involve closelyInvolve closely Keep satisfiedKeep satisfied

RecogniseRecognise MonitorMonitor

++++ ----

++++

----

PositivePositive NegativeNegative

LowLow

HighHigh

++

--

++ --

Stakeholder strategies

A

B D

C

From problem analysis to goals formulation

Global objectives More disabled persons feel appreciated

Specific objective

More disabledpersons fulfill their potential

in a work environment

Global

Specific

Operational

TO TAKE ONNOT TO TAKE ON

Strategy 1: mobilise

supply

Strategy 2: increase

demand

Project intervention logic

MiEANS

Disabled retain

security when they take a

job

Disabled do not want to

look for work

Disabled invited more

for job inteviews

Disabled find job more easily

Disabled feel appreciated

Physical environment more adapted to disabilities

Disabled have more self-

confidence

Adapting physical

environment is

expensive

Employers make betterassessment of potentialof disabled

Disabled areable to

performbetter

Training more

adapted to

disabledAdaptatio

n of training is expensive

Objective tree derived from problem tree

Non-disabledinteract moreeasily with disabled

GOAL

Operational objectives

Employers make better

assessment of potential

of disabled

Disabled areable to

performbetter

Disabledinteract more

easily with non-disabled

From analysis and goals to partnership

Disabled retain security when they take a job

Disabled do not want to look for

work

Disabled invited more for job inteviews

Disabled find job more easily

Disabled feel appreciated

Physical environment more

adapted to disabilities

Disabled have more

self-confidence

Adapting physical

environment is expensive

Employers make better

assessment of potential

of disabled

Disabled areable to

performbetter

Training more adapted

to disabled

Adaptation of training is expensive

Non-disabledinteract more

easily with disabled

COMPREHENSIVESOLUTIONS REQUIREPARTNERSHIPS

-to develop them

-to deliver them…

But first partners need a common vision of the depth and breadth of problems…

Management and partnership

Coordination: Responsible:does it; Accountable: approves it

with end-responsability; Supportive: helps “R”; Consulted: needed so R can

complete work Informed; Verifies: checks criteria and

quality standards; Signs: decides if project

really finalised

Activity/ Person in org

Person 1

Person 2

…

Activity 1 R A

Activity 2 I A

…

RACI/VS

Flanders project application and appraisal How it supports partnership.

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