Building Community Cohesion: Quality Project Design Workshop

1. Building Community Cohesion through Social EnterpriseWorkshop 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

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 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

18. 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

19. 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

20. The Strategic Context • Northern Ireland • Department for the Economy • https://www.economy-ni.gov.uk/topics/economic-policy/social-economy • Refers to Programme for Government (PfG) 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.

21. 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 under-employed, ‘New Leitrim’ people and communities and marginalised people and communities

22. Local Economic and Community Plans • Cavan • http://www.cavancoco.ie/local-economic-and-community-plan.htm • Donegal • http://www.donegalcoco.ie/community/donegal%20lcdc/ • 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-economic-community-plan/ • Monaghan • https://monaghan.ie/communitydevelopment/local-economic-and-community-plan-lecp/ • Sligo • http://www.sligococo.ie/lcdc/LocalEconomicandCommunityPlan/

23. 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?

24. 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

25. 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-social-engagement/23072013-Social_Enterprise_in_Ireland-Sectoral_Opportunities_and_Policy_Issues-Publication.pdf

26. Need and demand • Mapping the sector • Northern Ireland • 2013 report by PwC – see DfE 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

27. 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_Enterprises_Report.pdf

28. 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/northern-ireland-multiple-deprivation-measure-2017-nimdm2017 • 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

29. 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

30. 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

31. 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

32. 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

33. 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

34. 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?

35. 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.

36. 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

37. 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.

38. 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

39. Design and delivery

40. 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

41. 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 cross-community and cross-border basis

42. 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

43. 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

44. 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.

45. Logic model: Building Community Cohesion through Social Enterprise 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

46. 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

47. 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

48. 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

49. 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

50. 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