Scottish Government funding Making a good application 23 October 2012

1. Scottish Government fundingMaking a good application23 October 2012

2. Aims of session Improving your organisation’s understanding of three key areas the Scottish Government has identified as needing strengthening in applications to the IDF: clear needs analysis project planning budget preparation and presentation We will not be covering everything on the forms

3. Session outline Some guidance Some practice Some sharing of experience

4. What do you apply for? Your project application

5. Project v Organisation

6. The chicken or the egg? Do you start with the application form or the project development? Funding led or community led?

7. Some suggestions for process Start with partner organisations and communities Establishing need: consultation with communities and partners; learning from past; reviewing host strategies Deciding on clear outcomes and priorities Do they fit the SG’s programme priorities – if so, continue: Detailed needs analysis for this project Developing a workplan for this project Budgeting for the delivery of the workplan

8. Hopefully... already know the community have an established partnership and track record have been consulting them in outline already

9. Starting from scratch now will be a real challenge, though not impossible, if you want to make a good application

10. Step 1 – Needs analysis What does Needs analysis mean? ‘how did you and your partner organisation identify the need for this specific project to take place?’ Aspects: locally identified priorities/needs – who and what? wider strategies and priorities wider context of other organisation’s activities

11. Who has been consulted – disadvantaged groups/numbers, etc? Who is being prioritised? • When were they consulted? Recent? • What were the results? • What have we learnt from the past? Locally identified needs

12. The wider picture

13. Who else is acting – is therea gap?

14. Needs Analysis summary Who (beneficiaries) is the target group Demonstrates a depth of understanding and familiarity with the specific communities involved Identifies the specific problems and specific needs within the target groups: and who has been involved in the design process Identifies other relevant initiatives in the area and the gaps in service provision that justify the innovation Analysis of other relevant development actors or decision makers

15. Needs Analysis activity 1 Which of the projects do you think has the strongest needs analysis? Why? Even for the one you think is best, what would have made it stronger?

16. Needs Analysis activity 2 In pairs How does your organisation do needs analysis?

17. Needs Analysis on the form

18. I M P L E M E N T  Identified NEEDS Step 2 - Linking Needs, Logframe and Workplan P L A N   Project activities and workplan

19. Impact The Impact is the big picture change – it is not going to be achieved by the project alone. This is a higher-level change/improvement that the project will contribute towards achieving.

20. Outcome There can only be one Outcome for the project. The Outcome should identify what will change and who will benefit. Outcomes should be largely within the control of the project

21. Outputs Outputs are the specific, direct deliverables of the project. Achieving the Outputs should lead towards achieving the Outcome. The logic of the chain from Output to Outcome therefore needs to be clear. Best practice indicates a maximum of 6 Outputs Outputs should be within the control of the project

22. NEED: Pregnant women are dieing at high rate in project area in Mzuzu Example  Project activities and workplan

23. Activity: understanding Impact, Outcomes, Outputs Here is a particular situation: Within XX state in Pakistan, under-five mortality rates and reported incidences of other waterborne diseases are significantly higher than the national average. These problems are associated with poor access to potable water, high rates of open defecation, a lack of household sanitation facilities, and a low level of hygiene awareness within the community.

24. Which are Impact, Outcome, Outputs ? Improved water, hygiene and basic sanitation behaviours among 5 selected rural communities in XX state of Pakistan. Women, men and children in selected areas have access to safe/potable water Targeted households are provided with training and equipment to enable adoption of safer hygiene behaviours Reduced incidence of diseases, mortality and vulnerability associated with lack of potable water, safe sanitation & hygiene practices in all rural communities in this XX state of Pakistan. Targeted households have access to improved sanitation facilities

25. Which are Impact, Outcome, Outputs ? Improved water, hygiene and basic sanitation behaviours among 5 selected rural communities in XX state of Pakistan. OUTCOME Women, men and children in selected areas have access to safe/potable water OUTPUT Targeted households are provided with training and equipment to enable adoption of safer hygiene behaviours OUTPUT Reduced incidence of diseases, mortality and vulnerability associated with lack of potable water, safe sanitation & hygiene practices in all rural communities in XX state of Pakistan. IMPACT Targeted households have access to improved sanitation facilities OUTPUT

26. Indicators An indicator is “ … a piece of information that provides evidence that something (e.g. an Outcome) has happened” It is what you are going to measure Quantitative – e.g. Numbers/Units, proportions/percentages, rates of change, scoring or ranking, ratios Qualitative – e.g. Satisfaction levels, changes in recognised standards, behavioural change, policy or institutional change

27. Activity on Indicators PROJECT OUTCOME: Improved water, hygiene and basic sanitation behaviours among 5 selected rural communities in XX state of Pakistan. Propose two Outcome Indicators – what two things would you measure to show this outcome had been achieved? PROJECT OUTPUT: Women, men and children in selected 5 communities have access to potable water Propose two Output Indicators – what two things would you measure to show this output had been achieved?

28. Some examples for Activity on Indicators Outcome Indicators: Percentage of people practicing hand washing with soap and clean water Percentage of people drinking only the potable water Output Indicators: No. of households provided with new/improved drinking water source less than 30 minutes (or 1km) away No. of households accessing training on safe storage and use of water for drinking

29. Step 3 - Developing a strong Workplan The workplan needs to directly relate to achieving the Outputs: What activities need to be done to deliver the Outputs? When do they need to be done? Who will do them? What resources are needed? Using a Gantt chart or other similar plan

30. Gantt Chart

31. Workplan activity Your project Output: Targeted households in 3 villages have access to improved toilet and hand washing facilities Create a Workplan that details Main activities needed Timetabled over 2 years using Gannt chart Identify who will do what (between partner organisation(s) and your organisation)

32. Step 4 – Budgets: how much £s for this workplan? The budget must relate directly to the costs of delivering the specific workplan which will deliver the planned Outputs which will lead to the planned Outcome.

33. Key budget elements Staff Costs (Scotland and in-country) Running Costs (in country only – not Scotland) Travel – international (with additional explanation questions) Travel – national Subsistence Direct Project Costs for implementation for: Outputs Monitoring, Evaluation and Learning Dissemination Capital Costs (with addition explanation questions)

34. Budgeting Outputs Year 1 Output 1     Scot Govt Other Community Engagement     Training     Workshops     Field Surveys     Materials     etc     Other     Sub-Total Output 1:

35. Budgeting Activity Using your workplan prepared earlier: re: Targeted households in 3 villages have access to improved toilet and hand washing facilities Create an itemised budget for Year 1 and Year 2 for the planned Output and its associated activities Think about staffing resources needed Show workings – do not use rounded figures

36. Key Points for budgets Work with partners to get accurate costs What are the costs in the UK – are they eligible? Develop a detailed budget showing workings Key financial issues for the SG: financial years: 1 April – 31 March; (start May2012) Capital cost issues; Staff salaries; Accurate quotes and workings

37. SummaryFilling in the form Be specific about this project Make sure different bits fit together: Needs analysis – leads to Impact/Outcome/Outputs – leads to Workplan and Activities – leads to Budget Getting further help and advice – Scottish Government FAQs; help from NIDOS and SMP

38. NIDOS www.nidos.org.uk Gillian Wilson, Chief Executive NIDOS 5 Rose Street Edinburgh EH9 1QZ gillian@nidos.org.uk 0131 243 2680

39. Scotland Malawi Partnership David Hope-Jones, Principal Officer: david@scotland-malawipartnership.org Charlie Ager, Member Services Officer: charlie@scotland-malawipartnership.org www.scotland-malawipartnership.org