6-7 December 2017, Riga, Latvia

Transcription

1 Capacity building for EUSBSR stakeholders A training that will strengthen your skills in designing and developing projects as well as planning their implementation 6-7 December 2017, Riga, Latvia This document has been produced with the financial assistance of the European Union. The contents of this document are the sole responsibility of the NDPHS Secretariat and can under no circumstances be regarded as reflecting the position of the European Union.

2 Training Day 2 Converting a great innovative idea into a fundable project proposal that has an impact on policies trainer s guidance

3 Wiktor Szydarowski, PhD freelance consultant in regional growth and international cooperation 20 years long experience in planning, managing and evaluating development initiatives official ECOM expert in multimodal transport, European territorial cooperation, macroregional and sea-basin strategies, and multi-level governance particular experience in Interreg programmes and projects 8 initiated and led international cooperation projects, further 4 projects designed for donor approval; further 5 projects assisted in successful implementation drafter of the NDPHS Strategy 2020 and the Action Plan

4 Examples of common project development failures Copy and paste donor/programme formulations Start drafting the proposal from the part on objectives Unclear added value Partnership not matching ambitions Unrealistic budget Weak outcomes It takes time to prepare a good proposal! Inward activities, low engagement of external stakeholders Inconsistent description (lack of logical linkages) For international coop projects national bias (budget, partnership)

5 Interreg programme attributes to comply with joint responses to shared problems - specific for the macroregion /cross-border area bottom-up perspective (user needs ) & networking between stakeholders multi-sectoral approach to include relevant aspects (economic, social, cultural and environmental) focus rather on a better institutional capacity than on socio-economic changes feeding of political initiatives transferring of results to investment decisions

6 Interreg BSR Programme orientation Priority 1 Capacity for innovation encourages experimentation with new approaches and solutions to be practically tested through pilot actions in specific fields reflecting large societal challenges and sectors of importance for the BSR. Projects financed under this priority should stem directly from the need for transnational cooperation in the BSR. They will be complemented by actions from other funding sources, on the national level for instance. The BSR demonstrates a great opportunity for utilisation of synergies between research and innovation policies needed to improve competitiveness and economic performance, and the policies needed to resolve large societal challenges, e.g. demographic change.

7 Specific objective 1.3 Non-technological innovation Main aim: To advance the Baltic Sea Region performance in non-technological innovation based on increased capacity of innovation actors. Reasoning by the programme: Potential to improve governance structures and ensure optimal use of resources Potential for developing innovative responses to large societal challenges Underused potential of excelling in non-technological innovation Greater openness towards non-technological aspects is needed to allow the regions technologically lagging behind to increase their innovation potential The programme within this specific objective strives to support action to increase capacities of innovation actors (innovation intermediaries, authorities, and research institutions, enterprises) to generate non-technological innovations. Particular attention should be placed on social innovation. Innovation basis is to be broadened by involvement of users, which inter alia includes building partnerships with non-profit organisations and public authorities.

8 Exemplary actions in 1.3 Actions combining technical and non-technical approaches to support promotion and utilisation of new ideas (products, services and models) that meet important social needs of the BSR more effectively than existing approaches, including validation of the proposed ideas through direct involvement of users, e.g. supporting the well-being of the ageing population by innovative solutions bringing together ICT and health care; Joint developing and implementing of guidelines for integrating user-driven perspectives into national and regional regulatory documents; Actions targeted at collecting and exchanging of methodologies and best practices for testing, modification and joint development of products and services with users through living labs; Developing low-cost instruments for sharing and exchanging knowledge and skills supporting business development in the Baltic Sea Region.

9 Main target groups in 1.3 Public authorities/institutions involved in shaping innovation systems; Enterprises (special focus is put on the participation of SMEs, including those working in the service sector); Business and craftsman associations and other intermediaries; Academic and research institutions; Innovation support networks and clusters; Social actors, e.g. NGOs, contributing to the unlocking of creative potential, social enterprises, etc.; Regional development and planning agencies/institutions.

10 Your 8 Qs prior to the meeting What kind of real life challenges/trends/processes are addressed by this proposal? Are these challenges/trends/processes of local character or common for a wider territory (across the national borders)? Can these challenges/trends/processes be solved locally (e.g. through one-way transfer of experience or expertise from another location) or do they call for a joint international action? Are there any similar initiatives that this proposal could build upon or liaise with? Please map them in advance and exemplify during your presentation If implemented successfully, what kind of change will this proposal bring about with regard to the situation of its target groups? What is the estimated budget and the target funding source (programme/donor) of this proposal? What partners are already committed to this proposal and who else is sought? Does this proposal have already any earmarked/guaranteed co-funding by the committed partners?

11 User-need designing of a project proposal common/shared problems real needs of the target groups joint solutions to address the problems opportunity for international action, sufficient competence innovative approach added value to the existing experience/ results, vertical + horizontal + crosssectoral perspective tangible deliverables target groups committed to using change achieved follow-up better/improved situation of target groups pilot implementation, investment, benchmarking, replication

12 The positioning (10:45-12:00) A strong foundation for the project forms its background/rationale Sets the project in the right context What the donor/programme wants What the specific target groups need and expect What the others have already done What could be the asset/footprint of this proposal If it has a good value for money Helps build a story about the project as an NDPHS own or facilitated action Can be easily used by the donor/programme to show success

13 Guidance to working in groups (10:45-12:00) What is our donor/programme? How does the donor/programme describe the current situation in our thematic field and the desired change? Is there still a donor/programme demand for our proposal (e.g. missing themes in the current portfolio)? Whom do we address (what kind of target users)? Do we know their problems; can we exemplify, show evidence? What kind of international action would reckon the best (joint action based on common challenges; mutual transfer of know-how etc.)? Is such an action reliant with the NDPHS Strategy and the Action Plan? Do we know what has already been done by the completed projects? Who are our allies (ongoing projects and similar initiatives) that we can network with? What is the breakthrough that we promote in our proposal? What kind of change could it bring in the situation of the target users (any specific policy impact)?

14 Setup of first session (65 ) Group discussion (30 ) Rapporteurs presenting outcomes in a problem tree format (15 ) Feedback from the floor: other groups, trainer, facilitators (20 ) Move to next session

15 Setting goals and building the team (13:00-14:00) Informs about the project ambitions: what exactly will be done to achieve the change Is a key for understanding (and communicating) the scope and importance of the proposal in the own organisation, for other partners, any organisations interested to join the project and finally towards a programme/donor Brings a logical thinking behind recruiting a team of partners, multipliers and external experts Builds on the developed rationale and connects it to the activities planned in the project Should much adhere to the context of the NDPHS Strategy and the Action Plan

16 Guidance to working in groups (13:00-14:00) How do we formulate our main objective and how does it relate to the objectives of the donor/ programme? Does it help accomplish them? What are the specific aims under our main objective? Can the set aims be easily translated into groups of activities (workpackages)? Are our objective/aims realistic? Do we have enough competence, time and budget to achieve them? Is the current partnership enough for that purpose or do we need to recruit any further organisations (e.g. formal partners, associated organisations) to achieve and retain the change? What kind of external expertise do we need for that? Who and how will use it?

17 Setup of second session (50 ) Group discussion (20 ) Rapporteurs presenting outcomes in an objective tree format (15 ) Feedback from the floor: other groups, trainer, facilitators (15 ) Move to next session

18 Connecting goals to results and indicators (14:15-15:00) Informs about the project s way to achieve the set ambitions Provides details on how the project is going to deliver the change in the situation of the target groups Fits the project to the effects expected by the donor/programme Helps measure the progress towards the planned outcomes Informs on the value for money (outcomes vs. inputs)

19 Output indicators in 1.3 Productive investment: Number of enterprises receiving support Productive investment: Number of enterprises receiving non-financial support Research, Innovation: Number of enterprises cooperating with research institutions Research, Innovation: Private investment matching public support in innovation or R&D projects No. of documented learning experiences No. of documented newly developed market products and services

20 Guidance to working in groups (14:15 15:00) What could be the content of our groups of activities (workpackages)? What kind of outputs each of these groups of activities (workpackages) could deliver? How could these outputs lead to the specific results (i.e. help generate the change in the situation of the target groups)? Are these specific results logically connected to our aims (specific objectives)? Are these results compatible with the results wanted by the donor/programme? What kind of exemplary indicators could we think of to measure the progress in implementing the project and achieving the change? Does the donor/programme provide hints to design a system of indicators? Are we able to propose baseline and target values for such indicators? Are the former reliant with our description of the challenges/problems in the target groups? Are the latter well describing the change we aim for?

21 Setup of third session (35 ) Group discussion (15 ) Rapporteurs presenting outcomes in an objective tree format (10 ) Feedback from the floor: other groups, trainer, facilitators (10 ) Move to conclusions and next steps

22 Programme guideline to new projects in 1.3 New project proposals under specific objectives 1.2 and 1.3 should take into consideration achievements of the Baltic Sea Region Programme projects. Among others, the achievements in supporting systems that help generate innovative solutions in response to large societal challenges; in supporting access to markets for SMEs from creative industries; as well as in translating sectoral knowledge into innovation and bringing them to the market. Partnerships that include partners from the southeast part of the region are particularly encouraged. The programme also provides space for cooperation with actors located outside the formal borders of the BSR to strengthen already established networks.

23 Thank you! This document has been produced with the financial assistance of the European Union. The contents of this document are the sole responsibility of the NDPHS Secretariat and can under no circumstances be regarded as reflecting the position of the European Union.