1 RAISING PROJECT QUALITYby Aleš Mrkela
2 WHAT ELEMENTS SHALL BE CONSIDERED IN PROJECT QUALITYBased on Interact What is the European Commision goal? Why indicators? What is general objective? What could be main focus? What stands out (doesn‘t fit in) in this diagram? VALUE FOR YOUR MONEY
3 ULTIMATE GOAL: VALUE FOR YOUR MONEYThe perfect excuse for overall project quality and it is very hard to justify (different definitions) ERDF funds should be additionality. Best value for money is defined as the most advantageous combination of cost, quality and sustainability to meet customer requirements. In this context: cost means consideration of the whole life cost quality means meeting a specification which is fit for purpose and sufficient to meet the customer’s requirements sustainability means economic, social and environmental benefits, considered in the business case, in support of the Programme for Government Definition: A buyer's perception of the goods or services that they receive. A consumer can attest to value for money when they feel that they have received an item that was worth the price that they paid for it. BEST PROJECT EVER
4 GROUPS THAT FORM QUALITY PROJECTA quality Interreg project represents reasonable value for money. The starting point of a quality Interreg project is a clear need for it. The core of the quality of an Interreg project is cooperation across borders, because the results achieved in cooperation with others have a bigger impact. A quality Interreg project communicates clearly outside the project itself to increase the use of its achievements. NEED COMM- UNICA- TION COOPE- RATION A quality Interreg project delivers sustainable outputs that are used by target groups and other stakeholders. VALUE FOR YOUR MONEY A quality Interreg project is one in which partners needed to achieve project results are on board. OUTPUTS PARTNER- SHIP INNOVA- TIVE APPROACH RESULTS A quality Interreg project goes beyond existing solutions and the state of play in the sector and/or the region. RELEVA- NCE A quality Interreg project has long-lasting achievable joint results. A quality Interreg project should not be an isolated island; instead, it should be one part of the “bigger picture” in a programme area.
5 WHERE CAN YOU SEE THE NEED?There needs to be a clear need/real demand for a project The need is on the regional and/or programme area level The need is common/joint on both sides of the border
6 COOPERATION WHO IS COOPERATING ?The project has a common denominator to become a basis for cooperation It’s a win-win solution through cooperation Project results are not achievable without partners across the border, or they are achievable but are not of a sufficient quality without the partners across the border Cooperation is a pre-condition and needs to bring added-value to the project Cooperation starts at the development stage and continues after the funding from the programme finishes There has to be a benefit/positive effects out of cooperation
7 IS EVERYONE CAPABLE AND RIGHT?PARTNERSHIP IS EVERYONE CAPABLE AND RIGHT? Partners need to be able to deliver outputs and achieve agreed results Partners need to have the right competence and ability to influence the decision makers (if needed, and in case decision makers are not actual project partners) Preferably, partners need to be from different levels (i.e., different levels of governance, civil society, thematic institutions) to provide different points of view Partners should be proportionally active to the planned project results and to the contribution to project indicators.
8 WHAT WE HAVE NOT SEEN YET?INNOVATIVE APPROACH WHAT WE HAVE NOT SEEN YET? The project is built on previous results and it avoids overlaps and replications (evolution of ideas) The project goes beyond existing solutions and the state of play in the sector and/or the region New or improved aspect of the project could be the uptake of existing technology (e.g., the application of research) The activities and the outputs are additional to what is being done now in the partner organisations (no business as usual) There are clear benefits compared to existing approaches.
9 WHAT CAN THE PROJECT ACHIEVE IN THE PROGRAMME AREA?RELEVANCE WHAT CAN THE PROJECT ACHIEVE IN THE PROGRAMME AREA? The project and its results contribute significantly to the programme strategy and its objectives The local solutions are embedded in the long-term strategies The project is able to sustain itself The project addresses the problems in the programme area as defined in the CP
10 WHAT IS THE METHODOLOGY DEFINED BEHIND THE RESULTS?Change achieved jointly The effects of the project need to be long-term Contribute to programme results Need to start to be achieved within the project lifetime “Failure” can also be a result (i.e., failure to prove starting hypothesis of a project/negative result) Need to be measurable
11 IN WHAT WAY OUTPUTS ARE CONNECTED TO RESULTS?Outputs are used by target groups which enable achievement of results Outputs are “kept alive” after the project end Project is sustainable; i.e., outputs are used after the project ends
12 WHO KNOWS ABOUT THE PROJECT?COMMUNICATION WHO KNOWS ABOUT THE PROJECT? Simple and clear communication towards the programme and the external stakeholders The project has a story to tell There is a clear communication strategy/plan/vision The project targets only the relevant/core stakeholders/target groups If relevant, the project appeals to the public to show concrete solutions to real problems (show how Interreg can help you)
13 QUALITY CHARACTERISTICS OF INTERREG PROJECTSQuality INTERREG project formula 2+2 ≥ 5 Strategic assessment Cooperation assessment Operational assessment Specific guiding Principles for the IP VALUE FOR YOUR MONEY
14 WHERE AND WHAT IS THE PROBLEM OF THE QUALITY01 Reasons on the projects’ side Project partners don’t read guidance provided by programmes, especially partners that have been participating in previous Interreg projects, and are therefore not aware of new/changed conditions in programmes. Applicants don't have enough resources (staff, time, budget) and knowledge to prepare and implement the projects, especially newcomers, small organisations and applicants who are engaged in several projects. Late start of project development and application preparation often leads a projects vision that is not harmonised and not well developed. There is lack of agreement about who does what, when and why in the partnership because they don’t develop the project together. When an investment is the main interest of partners and the project is built around it (a so-called ‘shopping list project’) the project is not developed based on joint interests/needs. Realistic benefits compared to the needs of target groups are not sufficient. No/not enough involvement of stakeholders/target groups leads to weak communication and lack of knowledge of why the project is needed. Applicants don’t understand the importance of logical links within the project (coherence) and don't provide the right/detailed enough information in the application form (often weak work plan, budget, explanation of results and outputs) Some projects only re-invent the wheel without adding value to the new project. Sometimes they don't do proper background research to know what has been done before (in previous projects) and in general what is feasible to do in a given sector and area.
15 WHERE AND WHAT IS THE PROBLEM OF THE QUALITY01 Reasons on the projects’ side - continued Project partners lack understanding of the purpose of Interreg, and/or are not familiar with the programme and its aim. Applicants have difficulties understanding what the programme is looking for, especially when they don't consult the programme bodies or participate in the workshops When the partnerships become bigger, the joint need becomes less obvious because of activities added to include everybody's interests. Weak partnership (unbalanced, false or ad-hoc partners) put together to impress the programme and not to deliver the changes needed in the programme area. Technical challenges with the application form (space, logic, IT system). Lack of commitment by partners involved in the project. This is often because of lack of support from the management level. Changes in the partnership (partners dropping out, new partners) and within project partner organisations result in people implementing what somebody else planned. Weak cash flow management and rules/administrative challenges. During project development, projects or some partners hide weaknesses and risks (for example, competence, lack of human resources, need for time-consuming process of obtaining permits, missing background analysis, etc.) on purpose. This causes problems and potentially lowers the quality during the implementation. Some organisations wait for the programme to lower expectations towards projects at later calls for proposals, when facing de-commitment. There are organisations that are simply hunting money and don’t spend time on the quality of project content.
16 WHERE AND WHAT IS THE PROBLEM OF THE QUALITY02 Reasons on the programmes’ side At the beginning of the current period, due to the change of ‘philosophy’, programmes were not sure who they were – lack of identity. Consequently the messages from programme bodies (lack of common understanding and approach) to potential applicants were not harmonised during the first calls. Late start of the programme forced programmes to open calls before their monitoring systems were in place and the guidance for projects prepared. Programmes don’t understand what projects need and what it means to work in an Interreg project. Different programe logic than needs of programme area Staff fluctuations and discontinuation in Programme Secretariats. Engagement of the MA/JS staff in closure of the , designation in , anti-fraud measures and other legal administrative requirements at the expense of working with potential applicants (especially in programmes with high numbers of applications). Monitoring Committees are not strict enough with projects of a lower quality because of political reasons and lobbying. Disagreements within the Monitoring Committees about the achievements sought on programme and project levels. Some application forms are too complicated and the IT system not tested enough. Long period from approval of the project to signature of Subsidy Contract causes the loss of project dynamics
17 WHERE AND WHAT IS THE PROBLEM OF THE QUALITY03 External factors Change of law or rules and of political structures at national/regional level. Force Majeure and economic crisis. State Aid issues can limit the full potential of a cooperation project. Limited Technical Assistance funds for engagement of the highly-skilled staff needed for a more demanding approach in The overall impression is that lower quality of Interreg projects is caused on the one hand by lack of understanding of Interreg and its specifics, and on the other hand by weak cooperation and coherence of information, but in reality the QUALITY LEVEL OF PROJECTS WAS NEVER HIGH, but it was less important when indicator oriented approach was not used.
18 DIFFERENT APPROACHES FOR RAISING PROJECTS QUALITYDo not repeat…. We seek constant improvement…. The result orientation and new/additional rules introduced in the programming period are challenging for everybody, both programmes and projects. The change is especially challenging for organisations that have been participating in Interreg projects in the previous periods. Raising quality is a continuous process on all levels. The question is what can programmes do for applicants and beneficiaries to help them increase the quality of their projects? Contracting phase Guidance for projects Capacity building for projects Delivery assurance Project implementation Internal capacity building Guidance for projects Tools testing Calls for proposals Information asked at the application stage Assessment of projects Assessors Selection Project development and selection
19 PROJECTS ARE ABOUT PEOPLEWhat do we want to achieve? Who knows the programme best? What is the level of knowledge ? Who wants to take responsibility? Can we stand behind decisions, ideas and successfully implement them?
20 HOW CAN WE GROUP GROUPS INTO THE ASSESSMENT SHEETWhere is the value for your money? { WHO KNOWS ABOUT THE PROJECT? Cooperation assessment WHO IS COOPERATING ? { IS EVERYONE CAPABLE AND RIGHT? Operational assessment IN WHAT WAY OUTPUTS ARE CONNECTED TO RESULTS? Specific guiding principles WHAT WE HAVE NOT SEEN YET? WHAT IS THE METHODOLOGY DEFINED BEHIND THE RESULTS? Strategic assessment WHAT CAN THE PROJECT ACHIEVE IN THE PROGRAMME AREA? HOW SUSTAINABLE ARE THE RESULTS AND OUTPUTS OF THE PROJECT WHERE CAN YOU SEE THE NEED?
21 THANK YOU FOR YOUR ATTENTION