Flanders project application and appraisal

1. Flanders project application and appraisal How it supports partnership

2. Proposal questions and assessment criteria directly relevant to partnership

3. 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

4. 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

5. Appraisal question Proposal question 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. Relevance Stakeholders 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? PCM in Flanders: questions and associated appraisal question -1 Stakeholder analysis to back it up

6. Appraisal question Proposal question 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? Relevance Stakeholders 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)? PCM in Flanders: questions and associated appraisal question -2 Stakeholder strategies to back it up

7. Appraisal question Proposal question 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. Good management Management . Do the partners have added value? PCM in Flanders: questions and associated appraisal question -3 Indicative activity and budget schedules to back this up

8. Appraisal question Proposal question 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? Good management Management Is 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? PCM in Flanders: questions and associated appraisal question -4 RACI/VS or similar to back it up

9. Appraisal question Proposal question Formulation: Partnership: . How is the work of the various partners to be coordinated? Good management Management Is coordination within the partnership sufficient for the participants to check the quality of each other's work, avoid/solve conflicts and streamline project management? PCM in Flanders: questions and associated appraisal question -5 RACI/VS or similar in partnership cooperation agreement has to be added to back this up

10. Supporting tools offered to projects

11. Stakeholder analysis

12. Stakeholder strategies Interest in project (goals, perception of issues) ++ Positive -- + - Negative High ++ A C Keep satisfied Involve closely + Importance (mandates, resources) - Monitor Recognise -- B D Low

13. Project intervention logic Objective tree derived from problem tree More disabled persons feel appreciated Global objectives Disabled feel appreciated Global Disabled find job more easily Specific More disabled persons fulfill their potential in a work environment Operational GOAL Disabled do not want to look for work Disabled invited more for job inteviews Specific objective Physical environment more adapted to disabilities Disabled are able to perform better Non-disabled interact more easily with disabled Employers make better assessment of potential of disabled Disabled have more self-confidence Disabled retain security when they take a job Adapting physical environment is expensive Training more adapted to disabled Strategy 2: Strategy 1: increase mobilise MiEANS demand supply Adaptation of training is expensive Employers make better assessment of potential of disabled Disabled interact more easily with non-disabled Disabled are able to perform better NOT TO TAKE ON Operational objectives TO TAKE ON From problem analysis to goals formulation

14. COMPREHENSIVESOLUTIONS REQUIREPARTNERSHIPS -to develop them -to deliver them … But first partners need a common vision of the depth and breadth of problems… From analysis and goals to partnership Disabled feel appreciated Disabled find job more easily Disabled do not want to look for work Disabled invited more for job inteviews Disabled are able to perform better Physical environment more adapted to disabilities Non-disabled interact more easily with disabled Employers make better assessment of potential of disabled Disabled have more self-confidence Disabled retain security when they take a job Adapting physical environment is expensive Training more adapted to disabled Adaptation of training is expensive

15. 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 Management and partnership RACI/VS