Building Community Cohesion through Social Enterprise Workshop 2

Building Community Cohesion through Social Enterprise Workshop 2: Quality of Project Design 22 May 2019

Agenda • • Introductions Recap Quality of project design: Overview Logic Model Framework Monitoring Risk register Communications Exit Strategy

Recap

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.

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

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 cooperation with demonstrable added value • Quality of project team and implementation arrangements • Value for money • Contribution to sustainable development • Contribution to equality

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?

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

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

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

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)

Quality of project design: Overview

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?

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?

Logic model framework

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

The Call requirements • Pilot project – Two years – Should seek to create a space to test models which stimulate and develop ideas which lead to the creation of new and/or the development of existing social enterprises which support a more cohesive society. • Will be expected to be involved in an SEUPB managed Exhibition showcasing regional, national and international best practice in the area of Community Cohesion and the Social Economy

The Call requirements • Deliver on a regional basis • The eligible region – Urban Villages – a local/community dimension – Border Counties – local community development plans • Minority and marginalised groups – greater degree of participation in society • Support groups particularly affected by legacy of the conflict – Victims and survivors – Groups and networks dealing with specific legacy issues – young and older people, women, faith community, physical or mental disability arising from the legacy of violence, ex-prisoners, displaced persons, former members of security forces

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 54 et seq – Community relations – T: BUC in NI, DFAT in Border Counties

The Strategic Context • Northern Ireland • Department for the Economy – https: //www. economy-ni. gov. uk/topics/economicpolicy/social-economy • Refers to Programme for Government (Pf. G) measures: – to boost and grow Northern Ireland’s 'strong entrepreneurial tradition'. One of the key priorities is to ‘Grow a Sustainable Economy and Invest in the Future’ and continued investment in Social Enterprise growth is an important element of this work as we seek to increase the sustainability of the social economy sector.

The Strategic Context • Border Counties • Local Economic and Community Plans – See County Council websites (listed on next slide) • Tend to emphasise tackling social disadvantage, e. g. , activation, improving job prospects of target groups by upskilling • Target groups, e. g. , Leitrim Plan: – People with disabilities, older people, women, young people, people living alone, Travellers/Roma, people with low educational attainment, people out of work or underemployed, ‘New Leitrim’ people and communities and marginalised people and communities

Local Economic and Community Plans • Cavan – http: //www. cavancoco. ie/local-economic-and-community-plan. htm • Donegal – http: //www. donegalcoco. ie/community/donegal%20 lcdc/ • Leitrim – http: //www. leitrimcoco. ie/eng/Business/Leitrim-Local-Community. Development-Committee/Local-Economic-and-Community-Plan/ • Louth – https: //www. louthcoco. ie/en/services/communities/local-economiccommunity-plan/ • Monaghan – https: //monaghan. ie/communitydevelopment/local-economic-andcommunity-plan-lecp/ • Sligo – http: //www. sligococo. ie/lcdc/Local. Economicand. Community. Plan/

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?

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, the baseline position and needs? – Statistics – Research – Consultations – Local knowledge – Experience from other projects/programmes

Need and Demand • Establishing the current position • How is the sector defined? • Forfas (2013) report on Social Enterprise in Ireland – An enterprise that trades for a social/societal purpose, where at least part of its income is earned from its trading activity, is separate from government, and where the surplus is primarily re- invested in the social objective. – Available at https: //www. tcd. ie/business/assets/pdf/centre-socialengagement/23072013 -Social_Enterprise_in_Ireland. Sectoral_Opportunities_and_Policy_Issues-Publication. pdf

Need and demand • Mapping the sector • Northern Ireland – 2013 report by Pw. C – see Df. E website – Section 4 looks at social enterprise sector – Categories (embryonic, emerging, established) – Profile – Main goals - communities, helping people into employment and improving the environment. – Other goals – cultural, health, education and business development • Ireland – the Forfas report is one starting point

Need and demand • Ireland • The Forfas report is one starting point • Also, the Irish Local Development Network Report on Social Enterprises – Current supports – Contribution made by social enterprises – The way forward – http: //ildn. ie/files/page_files/ILDN_Social_Enterpr ises_Report. pdf

Need and demand • Geographic/small area data • Helps to build a baseline picture • Northern Ireland Multiple Deprivation Index (NIMDM) – https: //www. nisra. gov. uk/statistics/deprivation/north ern-ireland-multiple-deprivation-measure-2017 nimdm 2017 • NIMDM consists of eight domains • The Employment and Education, Skills and Training Domains would seem relevant here • The rankings on both domains can be mapped

Need and Demand • Other mapping resources include: • NINIS (NI Neighbourhood Information System) – https: //www. ninis 2. 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

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

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

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 existing service provision

The baseline may be ‘moving’ • Key indicators – projected trends • Impacts of investments that partners may be required to carry out • 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

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?

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.

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

Social Economy Work Programme • In April 2019, the Department granted a one year contract extension to Social Enterprise NI to deliver the Social Economy Work Programme (SEWP). The main objective of the SEWP is to develop and implement an agreed programme of initiatives to enable the continued growth of a sustainable social economy sector. • Social Enterprise NI is a consortium of social enterprises and social entrepreneurs which have come together to design, manage and deliver a programme of initiatives to support the continued development of a sustainable Northern Ireland social economy sector and to develop an environment where society profits and social enterprises excel at meeting community need.

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

Design and delivery

The Call - Delivery • Partnership that must involve optimum mix of expertise • Latest innovation, best practice and knowledge around the social economy/social innovation and social entrepreneurship is shared within the region

The Call - Indicative activities • The following are listed: – Identification and/or placement of Community Business and Social Enterprise Capacity Building Delivery Agents as part of an outreach programme – Workshops and Information seminars – Piloting of innovative models within communities – Pathway approach – roadmap/toolkit – Engagement with local and regional authorities – joined-up approach • Will need to be programmed on a crosscommunity and cross-border basis

The Call - Outputs • What is listed: – 1 Pilot Pathway/Outreach programme (including toolkit) developed and implemented with meaningful, purposeful and sustained contact between people from different communities – Lessons learned report – Pilot website – summary of the project, case studies, overview of Pathway programme, to aid dissemination within the eligible region • Note the emphasis on sharing – should be reflected in co-design and partnership working

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

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.

Logic model: Building Community Cohesion through Social Enterprise The resources needed to deliver the project The planned activities that can be accomplished with the available resources If the planned activities are accomplished, the intended amount of product and/or service delivered to the beneficiaries INPUTS ACTIVITIES OUTPUTS INTENDED RESULTS If the benefits to beneficiaries are achieved, then certain changes in organisations, communities or systems might be expected to occur INTENDED OUTCOMES, IMPACTS The intended effects Planned work Funding Staffing Facilities Skill sets Partnerships Networks If the planned activities are accomplished to the extent that is intended, then the beneficiaries will benefit in certain ways Programme of activities to deliver the project Note: How the project is delivered is important, e. g. , codesign, added value of cross-community and cross-border partnerships, networking Regional level project that results in meaningful, purposeful and sustained contact between persons from different communities Cross-community, cross-border 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 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

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

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

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

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

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

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

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

Options • Non-monetary benefits can be quantitative or qualitative • What are the potential benefits of a social enterprise approach to building community cohesion? • Qualitative might include building local capacity, empowerment • More difficult to quantify • But helpful to think about that

Monitoring

SEUPB requirements • Output targets will form the basis of the grant – will be detailed in Letter of Offer • Need to be monitored over the lifespan of the project • For this Call, SEUPB will commission an evaluation of the project – Results will be presented at a conference

Section 9 Monitoring and Evaluation Plan: Requirements • How the results and outputs will be attributed to each project partner • How intend to monitor the progress of the project • How the information will be incorporated into the project governance arrangements • The factors to be evaluated, when and by whom • How the results will be disseminated, including target audience • How the project results and their impact will be evaluated at project completion

Section 9 Monitoring and Evaluation Plan: Requirements • How you intend to monitor and evaluate the progress of the project during its delivery against the results and outputs. For example: – What baseline information will be required? – How will baseline information be collected? – What monitoring techniques will be employed during project delivery? – How will data be collected? – How often will data be collected? – Who needs to be consulted? – Who will analyse the data collected? – How this will be used to inform project delivery?

Monitoring and Evaluation • Why do it? – Project management and governance • Identifying problems • Basis for corrective actions – Managing risks – Facilitate project evaluation

Monitoring Plan • What factors to monitor • Look to the ‘logic model’ – – – Costs Inputs Activities Outputs Results Outcomes • How – Systems for routine data collection – Range of methods, e. g. , pre- and post-participation questionnaires, surveys (participants, affected population), case studies/’vignettes’, focus groups – Accumulation of monitoring data over life of programme will help greatly in ‘feeding’ the evaluation

Monitoring and evaluation • When – Look to the life cycle of the project • Monitoring – Continuous throughout project implementation – Focus will change with project stages (construction, programmes of activity) • Evaluation – At the conclusion of the project – Post-project evaluation – what has been achieved, performance against targets, lessons

Risk Register

Risk Register • The Business Case application form does not ask for one • But applicants should prepare one and upload as an attachment

Risks • Analysis of risk is intended to help: • Adjust assumptions about costs, benefits and timing to allow for optimism bias • Inform decisions about how best to manage risks – which factors need careful management, etc. • Inform the option selection process, e. g. , – where an option contains one or more high risks that are difficult/impossible to manage

Risks • Risks vary with the type of project, context, etc. In general: – Planning and development – Cost overruns and delays – Funding and cash flows – Project management, governance – Collaboration – Demand risks – Financial (revenue and/or operating costs)

Risks • Achievement of regional projects objectives – Cross-community engagement – Cross-border dimension – Participant profile – Finding physical spaces that can be shared – Generating sufficient participation (uptake/demand risk) – Displacement risk

Risk Register • Risk category – Scope, time, cost, resources, environment, etc. • Risk description – For example, competing claims on resources, demand risks and/or lack of (community) engagement • Risk ID • Project impact – What aspect of the project would be affected? Timing? Budget? What can be achieved? Scope? • Likelihood – Probability of occurring. Typically judgemental – High, medium, low

Risk Register • Consequence – The potential impact on the project if the risk materialises – This project has a two-year funding timescale, so a risk that resulted in significant delay would have ‘High’ impact • Risk rank – The product of likelihood and consequence • Risk triggers – What factors would trigger contingency plans or mitigation?

Risk Register • Contingency plan – What can be done to address or mitigate the risk if it materialises • Risk owner – Who is responsible for managing the risk? • Residual risk – What risk remains once mitigating actions have been taken – should be aiming for ‘Low’

Communications Plan

Communications Plan • Work package requirement • Internal and external communication • All other tasks associated with communication activities • Dissemination tools • Associated communication deliverables

Project Communications Work Plan Purpose – To outline the marketing and promotional activities to be undertaken to build awareness for the project amongst key audiences in the target areas at appropriate times. – To ensure the project aims and benefit are carefully planned and clearly communicated.

Communications Work Plan: e. MS sections • Summary / Overview section – detail the project aims and objectives of the plan over the lifetime of the project • Promotional activities section – detail activities you will use to communicate to your target audiences • Deliverables section – relates to what will be produced for each proposed activity.

Guidance Resources • SEUPB e. MS External User Guide - pdf doc on website – Step by step guide to completing the plan on e. MS – Details of mandatory inclusions in the project plan • Need to adhere to EU and programme requirements relating to publicity and communications. – Refer to section 10 of the Programme Rules within the Publicity and Marketing Toolkit. https: //seupb. eu/sites/default/files/201701/Publicity_Toolkit_Version 3. pdf

Exit Strategy

Exit Strategy – Section 11 of Business Case: Requirements • Describe the exit strategy • Including evidence of durability of outputs and results – what will last beyond the completion of the project • Strategy to secure the long-term impact – Mainstreaming? Sustaining the project? Rolling out? • How will maintain the project without EU funding or manage the expectations of recipients/participants in the case of scaling back or completing

Exit Strategy • What would ‘durability’ look like for this project? – Demonstrable sustained changes in attitudes and behaviour? – Embedded (cross-community) pathways for emotional resilience? • Could the project be replicated in some other location and/or context? • How can ‘community gain’ be sustained when funding ceases? Risk of dissipating?

Diffusion of an innovation • This project is about testing new models in cross-community and cross-border settings • Conceivably, seeking to spread or diffuse an innovative approach?

Diffusion of an innovation • The Rogers Model • Four elements: – The innovation – Communication channels – Time – A social system • Leads to a stages model • Example of an application to benefit take-up

Innovation Fund for benefit takeup: Diffusion process adapted from Rogers, 2003 Stage Processes Knowledge / Awareness Targeting Channels of communication Partnerships Persuasion / Promotion Out-reach Contacts actively engaging with the process – local networks, groups, champions, target groups Decision to adopt Evaluation process Benefit entitlement checks Implementation / utilisation Evaluation & confirmation Submission of claim(s) Acceptance Barriers • Perceptions of ineligibility, low entitlement • Attitudes to claiming e. g. ‘stigma’ • Complexity of the system • Lack of awareness of benefits Enrolment process New enrolments leading to benefit gain (£s) Adoption by partner organisations Triggers / Facilitating factors • Information • Communication – formal & informal • Engaging opinion leaders/formers • Social networks

Factors affecting rate of adoption and use of an innovation (adapted from Rogers, 2003) I. Perceived Attributes of Innovations 1. 2. 3. 4. 5. Relative advantage Compatibility Complexity Trialability Observability Typically 49%-87% of variance V. Promotion Efforts 1. 2. 3. Service delivery Referral processes Access channels Adoption & Use IV. Nature of the Social System - Context 1. II. Type of Innovation Decision 1. 2. 3. Optional Collective Authority 2. III. Communication Channels 1. 2. 3. Marketing Outreach Partnerships Barriers to benefit uptake Information and advice environment

Adoption of an innovation over time 100 90 Late adopters Late majority Per cent of population 80 70 60 50 Early majority 40 Saturation=98% Saturation=90% 30 Early adopters 20 10 0 1 6 11 16 21 26 31 Time 36 41 46 51 56

e. MS Guidance Document • Provides detail on requirements for each Section of the Business Case and the Work Packages • Available at: – https: //peace. seupb. eu/ems/app/main? execution =e 1 s 1#