Building Peace through Emotional Resilience Workshop 2: Quality of Project Design

1. Building Peace through Emotional ResilienceWorkshop 2: Quality of Project Design 22 May 2019

2. Agenda • Introductions • Recap • Quality of project design: Overview • Logic Model Framework • Monitoring • Risk register • Communications • Exit Strategy • Diffusion of an Innovation

3. Recap

4. Purpose • To provide prospective applicants with advice and guidance to cover the following areas: • The requirements of the PEACE IV Programme. • The SEUPB application assessment process. • Evidencing need and demand. • Evidencing contribution to delivering the requirements of the PEACE Programme. • Value for Money.

5. Workshop 3 • Topics include: • Cross-community and cross-border value-added • VFM • Sustainable development • Equality • The proposal document • Q&A • Helpful to send questions in advance • SEUPB on or before Thursday, 30 May 2019 • Review and wrap-up

6. SEUPB Criteria for Assessment • Contribution of the project to the defined results and outputs of the programme • Quality of project design • Quality of cross community and cross border co-operation with demonstrable added value • Quality of project team and implementation arrangements • Value for money • Contribution to sustainable development • Contribution to equality

7. Contribution of the project to the defined results and outputs of the programme • Does the project demonstrate a good fit with strategic context? • Are there clear objectives that directly relate to the results and outputs of the call for applications? • To what extent is the project expected to make a significant contribution to the results of the programme?

8. The Peace Programme: Rationale Barriers to social and economic progress – areas of ‘market failure’: Problems ‘Specific’ to Northern Ireland and Border Region Segregation Barriers to interaction, real and perceived Polarisation Mutual distrust Marginalisation Racism Lack of community cohesion Community cohesion Building a competitive economy Need to increase RTDI Promote value-added industry Encourage new business Tackle unemployment and inactivity ‘Core’ economic and societal problems Source: Peace III Operational Programme, pp 36-37 and Figure 3.1. See also Peace IV Cooperation Agreement, pp 1-3, 10-11.

9. The Peace Programme: Underpinning Theories of Change • The individual change theory • Peace comes through transformative change of a critical mass of individuals, their consciousness, attitudes, behaviours and skills. • Activities include investment in individual change through training, dialogue and encounter groups, trauma healing. • The healthy relationships and connections theory • Peace emerges out of a process of breaking down isolation, polarisation, division, prejudice and stereotypes between / amongst groups. • Activities include inter-group dialogue, networking, relationship building processes, joint efforts and practical programmes on substantive problems. Source: Peace III Operational Programme, para 3.18. Also, Peace IV Cooperation Agreement, pp 9-10

10. Peace IV: Lessons from Peace III • The need for future funding to address issues surrounding the sense of identity within communities and tackling the challenges presented by symbols, flags and related issues • Increased emphasis on cross-community work as opposed to single identity interventions in order to reduce the risk of entrenching divisions • Emphasis on sustained and meaningful contact: • “The theory of change which underpins the Programme emphasises the importance of contact at an individual and community level.” Source: Peace IV Cooperation Agreement, page 15

11. Summary The Peace programme – a narrative ‘arc’ from: • Rationale/need/market failure To • Objectives To • Programme (specific objectives) To • Activities and projects To • Outcomes (final objectives)

12. Quality of project design: Overview

13. Issues for the assessment • Is the project well designed? • Clarity and robustness of project design • Clear link between need, objectives, resources, activities, outputs and results? • SMART objectives and activity targets? • Achievability of proposed project outputs and results • Measures to ensure inclusion of marginalised/other target groups? • Are the delivery arrangements sound? Clear rationale for who is delivering what and why? • Technically sound? Best practice/innovative? • Proposed work/implementation plan robust and realistic?

14. Issues for the assessment • Monitoring & evaluation arrangements adequate? • Communication Plan robust? • Clear plan for information and knowledge transfer between the partners and external stakeholders/the public? • Appropriate exit strategy to allow for continuation of the project benefits? • Completeness of risk assessment • Are key risks identified and assessed?

15. Logic model framework

16. Logic Model framework Rationale / need Outcomes Strategic policy context P&R ‘market failure’ Socio-economic problems to be addressed Results Proposal to address the identified needs Outputs Objectives Resources Activities

17. The strategic context • Refer to relevant policies or strategies • Indicate how the proposal is expected to contribute to the relevant strategic aims and objectives • Peace IV is key • Also the range of policy contexts outlined by the Accountable Departments • 10 April Workshop, slides 55 et seq • Community relations – T:BUC in NI, DFAT in Border Counties

18. Need and Demand • Business Case Section 5 requirements • Establish clearly the rationale for intervention • Demonstrate why your project is most appropriate solution • Specific reasons, with supporting evidence • Evidence around need/demand, e.g., primary research, consultations, statistics • Identify deficiencies in current provision • Who is most affected by the issues addressed • Describe the beneficiaries/potential recipients, e.g., age profile • Building on previous experience?

19. Need and Demand • Have to consider the Call requirements • The eligible region • Urban Villages – a local/community dimension • Community-based response to mental health prevention, early intervention and recovery for young people • Create a space to test models which stimulate promotion, prevention, early intervention and recovery • Develop a model of good practice which can be replicated in other cross-border regions and/or in the EU • Develop cross-border/cross-community solution focused approaches

20. Need and Demand • From 10 April Workshop, slides 68-72 • To improve mental health outcomes through early intervention, prevention and recovery, ensuring alignment with policy • Should embed the principles of Trauma Informed Practice through a three strand approach reflecting the Framework prescribed by the National Institute of Clinical Excellence (NICE) in their Stepped Model of Care to ensure a quality standard approach

21. Need and Demand • What problem(s) will be addressed • How do the issues manifest themselves in the target region, local communities • What data sources are available to establish, e.g., prevalence, risk? • Statistics • Research • Consultations • Experience from other projects/programmes

22. Need and demand • Regional population indicators • For example: • Young Persons Behaviour and Attitudes Survey • School-based survey of 11-16 year-olds in NI • https://www.nisra.gov.uk/statistics/young-persons-behaviour-attitudes-survey • Wide range of topics • Runs about every three years – 2016 is latest • Click through to Department of Health Bulletin for headline information Mental Health & Wellbeing

23. Need and Demand • YPBAS, 2016 • 35% have ever had concerns about their mental health • 61% did not seek help • 39% sought help

24. Need and demand • Growing Up in Ireland • Child cohort study publications • https://www.growingup.ie/growing-up-in-ireland-official-publications-from-the-child-cohort/ • Note: Not specific to Border Counties

25. Between 2015 and 2017, the 10% most deprived areas accounted for 21% of deaths from suicide or undetermined injury. The 30% most deprived areas accounted for 49%. Source: NISRA, Suicide Statistics, https://www.nisra.gov.uk/publications/suicide-statistics

26. Need and demand • Geographic/small area data • Northern Ireland Multiple Deprivation Index • https://www.nisra.gov.uk/statistics/deprivation/northern-ireland-multiple-deprivation-measure-2017-nimdm2017 • The Health and Disability domain includes a ranking of Super Output Areas on a Combined Mental Health indicator • The overall Health and Disability ranking can be mapped

27. Need and Demand • Other mapping resources include: • NINIS (NI Neighbourhood Information System) • https://www.ninis2.nisra.gov.uk/public/Home.aspx • For the Border Counties, the Pobal Maps website • https://maps.pobal.ie/ • All-Ireland -Some datasets on the AIRO website http://airo.maynoothuniversity.ie/datastore

28. Need and Demand • The proposed service provision or financial assistance should be justified • It should be established that the chosen level of service or assistance is appropriate • Establish the need for expenditure by: • Analysing the expected demand for services • Identifying deficiencies in current service provision • Projections of need or demand should be quantified • Details of supporting calculations and assumptions should be provided

29. Establishing the baseline • An essential first step. • A clearly defined baseline will: • Provide context • Support for the rationale/need • Define relevant performance indicators • Help measure impact • Interpret the ‘Do nothing’ option

30. Some baseline questions • Context • Community relations • Socio-economic conditions • Existing partnerships and networks? • Opportunities for collaboration • Mapping current provision • Where are the gaps? • Is there unmet need? • Ensure no duplication of statutory service provision

31. The baseline may be ‘moving’ • Key indicators – projected trends • Impacts of investments that partners may be required to carry out, e.g., statutory • Impacts of investments or actions by other organisations • Planned/in the pipeline investments or actions by other organisations (weighted by likelihood) • Where relevant, all of the above may affect the ‘do nothing’ option • Highlight: • Any adverse trends (‘things getting worse’) that your project may help to reverse • Activities, investments, etc., that your project may complement

32. Mapping current service provision • What is the catchment area? Target groups? • Mapping current service provision • What is the current level of provision? • Where are the gaps? • Is there unmet need?

33. Displacement • Definition (NI Green Book): • Displacement is the degree to which an activity promoted by government policy is offset by reductions in activity elsewhere. • The greater the extent of displacement, the lower is the net impact of the project • Adverse value-for-money implication • A modest degree of displacement may be acceptable, but more substantial displacement may constitute grounds to refuse an application for assistance.

34. Displacement • Displacement risk should be minimised so far as possible • First step is to determine if there is such a risk: • Is the projected use filling an unmet need? • Or diverting from (displacing) some other initiative? • Ideally, want to be complementing other activities

35. Additionality • The extent to which an activity takes place at all, or is undertaken on a larger scale, or earlier, or to a higher standard, or within a policy target area, as a result of public sector intervention. • Fully additional if the project would not happen at all without assistance • Partial additionality if, without assistance: • Same project would be carried out later (timing effect) • Would go ahead on a smaller scale or to a lower standard • Must be substantiated

36. Design and delivery

37. The Call - Indicative activities • The following are listed: • Training programmes – emotional resilience and good relations • Regional based themed programmes – events, activities, workshops – sports, dance, arts, etc. • Best practice guidelines – community-based organisations • Shared Spaces/Emotional Recovery Colleges in each geographic targeted area • Peer Mentoring programmes • Social media app • Will need to be programmed on a cross-community and cross-border basis

38. The Call - Delivery model • What is listed: • Co-design, implementation and sharing across the geographic areas – training resources, etc • Integrated approach – capacity building • Partnership approach - Managed, planned, designed and implemented • Coherent approach – provision pathway – 3-24 years • Shared resources within the geographic areas • Shared contact – children and young people, stakeholders • Shared Emotional Resilience Colleges • Note the emphasis on sharing – should be reflected in co-design and partnership working

39. Proposed Design – Section 3 of Business Case requirements • SMART Activity targets • Project Activities • What specific activities • When and how often • Who will be responsible • Where will the activities take place • Sequencing and inter-relations (if applicable) • How these activities will achieve the SMART objectives • Quality of cross-community and cross-border with demonstrable added value

40. Define the objectives • Define the expected outcomes and outputs • Specify targets that are SMART • Include implementation targets, e.g., dates, milestones • State the key constraints on the project, e.g., technical, legal, timing, etc.

41. Logic model: Building Peace through Emotional Resilience If the planned activities are accomplished to the extent that is intended, then the beneficiaries will benefit in certain ways If the benefits to beneficiaries are achieved, then certain changes in organisations, communities or systems might be expected to occur If the planned activities are accomplished, the intended amount of product and/or service delivered to the beneficiaries The resources needed to deliver the project The planned activities that can be accomplished with the available resources INPUTS INTENDED OUTCOMES, IMPACTS OUTPUTS INTENDED RESULTS ACTIVITIES The intended effects Planned work Funding Staffing Facilities Skill sets Partnerships Networks Programme of activities to deliver the project Note: How the project is delivered is important, e.g., co-design, added value of cross-community and cross-border partnerships, networking Contribution to the results, i.e., Increase in: % who think relations between Protestants and Catholics are better than they were 5 years ago % who think relations will be better in five years time % who know quite a bit about the culture of some minority ethnic communities Regional level project that results in meaningful, purposeful and sustained contact between persons from different communities Cross-community, cross-border Reinforce progress towards a peaceful and stable society through the promotion of reconciliation amongst all communities Build, improve and sustain relationships between communities by addressing issues of trust, prejudice and intolerance

42. Outputs, Results and Outcomes • Outputs • These are ‘produced’ by the project • The results of activities that can be clearly stated or measured and are relevant to the desired outcomes • Results • Changes that the project is aiming to bring about in those who participate, e.g., attitudes and behaviours • Outcomes • Changes that benefit society as a whole • Should relate back to what the strategic framework is seeking to achieve

43. Objectives • The guidance: • Objectives must be stated so that it is clear what the proposal intends to achieve • Useful to specify in terms of a hierarchy of outcomes, results and outputs • Locate objectives within the ‘logic model’ to clearly establish the link between the funding and the results and outcomes that are sought

44. Targets • Use to help progress in terms of producing outputs, delivering results and meeting objectives • Should be: • SMART • Linked to expected outcomes • Clear baseline • Benchmark data • The SMART acronym • Specific • Measurable • Achievable • Relevant • Time-dependent

45. Identify and describe the options • Required for Section 6 of Business Case document • Outline range of options considered • Options may vary by scale, content, timing, etc • Present rationale for preferred choice (your project) • Where possible, monetary and non-monetrary factors

46. Identify and describe the options • Identify and describe a baseline option, usually the status quo, and a suitably wide range of alternative options • Consider variations in project specification (scale, timing, etc.) • Choose a suitable option for full appraisal

47. Options • Typically, will want to consider: • The ‘Do nothing’ option – a point of reference for the difference that you want to make • A ‘Do minimum’ option • The preferred option • Some other viable ‘do something’ • But don’t generate options unnecessarily

48. Options • Key is to go through the process of sifting options so that can rationalise and defend the preferred option • For example: • Does the project have to be on this scale? Why? • Does it have to include programme z? Why? • Answer with reference to objectives and the need that is being tackled • Should help reinforce the additionality argument

49. Options • Non-monetary benefits can be quantitative or qualitative • What are the potential benefits of a trauma-informed approach? • Qualitative might include empowerment, confidence from support • More difficult to quantify • But helpful to think about that

50. Between 2015 and 2017, the 10% most deprived areas accounted for 21% of deaths from suicide or undetermined injury. The 30% most deprived areas accounted for 49%. Source: NISRA, Suicide Statistics, https://www.nisra.gov.uk/publications/suicide-statistics