ANNEX I Project proposal format Creative Twinning 2018-2020 · Project proposal format creative twinning 2018-2020 Netherlands Enterprise Agency ANNEX I 1.eneral project information

ANNEX I Project proposal format Creative Twinning 2018-2020 Commissioned by the Ministry of Foreign Affairs

Please check all enclosed documents:

■ Application Form

■ Annex I Project proposal

■ Annex II Budget calculation tool

■ Annex III Partnership agreement

■ Annex IV Monitoring and evaluation plan

■ Annex V Cases

■ Annex VI Organisational capacity (free format - optional)

■ Annex VII Financial statement (free format - by main applicant)

Project proposals without all mandatory annexes (I-V and VII) will not be considered.

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Content

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Project proposal format creative twinning 2018-2020 Netherlands Enterprise Agency

ANNEX I

1. General project information 4 Time frame 4 Summary 4

2. Context analysis 42.1 Local embeddedness 42.2 Trends and developments 42.3 Impact levels 52.4 Lessons learned 5

3. Actor analysis 53.1 Target group 53.2 Beneficiary groups 53.3 Actor analysis 63.4 Actor involvement 6

4. Defining the problem 6

5. Project intervention strategy 75.1 Project goals 75.2 Intervention strategy 75.3 Assumptions 7

6. Risk analysis 9

7. Partnership 117.1 Composition of the partnership 117.2 Background of the partner relationship 117.3 Project governance 117.4 Relevant expertise and experience 127.5 Partnership and project goals 127.6 Relevant expertise and experience of third parties787.7 Organisational risks and mitigation strategies 13

8. Sustainability of the project 158.1 Impact 158.2 Sustainability 158.3 Sustainability partnership 15

9. Corporate social responsibility 16

1 General project information

1.1 Project title

1.2 Short project title / abbrev.

1.3 Organisation name

1.4 Location of the project

1.5 Creative discipline

Time frame 1.6 Project starting date

1.7 Project end date Summary

| | |Country/region

| | Date Month Year

Date Month Year

> Please provide a short project summary.

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2 Context analysis

2.1 Local embeddedness

The project intervention strategy (see point 5 below) is based on a context analysis.

> Describe how your project relates (connects to /interlocks with) other initiatives in the field. In what ways are the project activities different from comparable activities concerning the implementation of cultural projects, especially for youth, in the target countries? What is the added value of this project?

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2.2 Trends and developments > Describe relevant social, economic, political and creative/cultural developments and trends for the project.

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2.3 Impact levels

2.4 Lessons learned

> Describe the different levels the project will have an impact on (micro, meso, macro).

| > Describe how the project incorporates lessons learned from existing projects and structures. Refer to previous studies and evaluations

to support your arguments.

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3 Actor analysis

3.1 Target group

The project intervention strategy (see point 5 below) is based on an actor analysis of the target group, the beneficiary group and other stakeholders. > Who is the target group for this project? Explain the wishes and needs that have been expressed by this group. Explain where, when and

by whom these wishes and needs were expressed. How do these wishes and needs relate to this project? Describe the project approach for social inclusion of the target group, for example youth (15-24 years).

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> Describe the level of participation of beneficiary group(s) (meaning main applicant, project partner(s) and third parties) in planning and implementing the project. How will you manage your engagement with them? Does the project plan reflect the wishes/needs of the beneficiaries?

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3.2 Beneficiary groups

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3.3 Actor analysis > Conduct an actor analysis. Include other stakeholders involved in or impacted by the project (any negative impact the project may have on these stakeholders must also be included). Differentiate between different types of actors (NGO, donor, private sector, etc.) and the type of relationship (meaning a geographical relationship, for example North-North, North-South, South-South). The questions that must be answered are: What will be the role of and impact on the different actors and organisations involved? How will this project involve different stakeholders? How does this analysis help in achieving one or more of the Creative Twinning targets?

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3.4 Actor involvement > Explain how you will keep the actors involved during the implementation of the project and after.

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ANNEX I

4 Defining the problem

> Describe briefly the background to the project. Explain the project problems, challenges and opportunities. Indicate whether there is an

environment that increases the chances of success for the project and describe it.

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5 Project intervention strategy

5.1 Project goals

5.2 Indicate which programme outcome(s) the project contributes to and explain how

5.3 Indicate which programme output(s) the project contributes to and explain how

The overall programme logic distinguishes between impacts, outcomes, outputs and inputs (see subsidy framework). Creative Twinning projects must include these different result levels in the project intervention strategy. The application must make clear to what extent the chosen approach aligns with the programme logic, and how the proposed activities relate to the envisaged objectives and outcomes. Use the definitions as described below.

Activities What we do. Activities can be expressed by a verb (“market”, “provide”, “facilitate”, “deliver”). These must be described in such a way that they are verifiable by RVO.nl or by an independent auditor/evaluator.

Outputs What we produce. Outputs are the tangible products or services created as a result of the activities. They are usually expressed as nouns, typically do not have modifiers, are tangible and can be counted.

Outcomes Why we do it. Outcomes are the behavioural changes that result from the project outputs (giving up smoking, providing boiling water, using bed nets). Outcomes can be increased, decreased, enhanced, improved or maintained.

Impact What we achieve. Long-term changes are the results that derive from an accumulation of outcomes. These can be similar to strategic objectives.

> Describe the intervention strategy (SMART 1) below. Refer to the programme logic as described in the policy framework.

Describe the objectives of this project (impact) and how these relate to the overall programme logic.

| > Indicate which programme outcome(s) and output(s) the project contributes to and explain how.

■ a. a more vigorous local cultural sector which can contribute to social innovation;

■b. more participation in cultural events by young people;

■c. a safer, more sustainable urban living environment;

■d. sustainable preservation of local cultural heritage.

■ a. developing, producing and presenting artistic creations;

■ b. working together on social innovation;

■ c. offering possible solutions to urban challenges; ■ d. exchanging knowledge on repurposing heritage sites.

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5.4 Describe the project outcome(s)

5.5 Describe the project output(s), including scheduling. The output(s) described may show an overlap in time

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5.6 Describe the project activities, including scheduling. The activities described may show an overlap in time.

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5.7 Relation between project and programme output(s)/outcome(s).

5.8 Assumptions

> Describe how the project outcome(s) and output(s) relate to the programme outcome(s) and output(s):

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> Please describe the assumptions you made when formulating the outcome(s) and output(s). If possible, provide an argumentation and

theories to support your assumptions.

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6 Risk analysis

> Describe the risks to this project and how they may hamper its implementation. Describe measures to manage these risks (including political , economic, social and environmental risks).

No. Key risks Impact (L, M, H)

Probability of risk occurring(L, M, H)

Mitigation strategies

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Probability of risk occurring(L, M, H)


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7 Partnership

7.1 Composition of the partnership

7.2 Background of the partner relationship

7.3 Project governance

7.4 Relevant expertise and experience

> Please describe how the composition of the partnership is essential for achieving the described results. What are the partnership’s

unique selling points?

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> Describe the background of the project partners and the strategic reasons for the partners to participate in the project. Describe the

project approach on social inclusion with regard to the selection members of the project team.

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> Describe how the project is organised, the team members, their roles and responsibilities and the envisaged decision-making procedures

within the partnership. Describe the main aspects of the organisational culture, for example, core values, management style, internal communications.

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> Describe below the project team’s technical, managerial and other skills (if possible, refer to the cases described in Annex V).

Also describe how the schooling of the team to teach them necessary skills is being taken care of.

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7.5 Partnership and project goals

7.6 Relevant expertise and experience of third parties

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2.

3.

4.

5.

> Describe how the composition and organisation of the partnership will contribute to its output(s) and outcome(s).

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> Describe below which facilities, tools, materials, services and skills are not present in or will not be delivered by the project team.

Describe elaborately which third parties are going to deliver specific skills and how this party/these parties will deliver, and also their expertise and track record.

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7.7 Organisational risks and mitigation strategies

> Indicate the main risk(s) of the organisation of the partnership and its members and describe the mitigation strategies.


Probability of risk oc-curring(L, M, H)


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Probability of risk oc-curring(L, M, H)


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8 Sustainability of the project

8.1 Impact

8.2 Sustainability project

8.3 Sustainability partnership

> How will the knowledge and expertise from this project be institutionalised and embedded in responsible bodies, local institutes, stakeholders/target group and/or other initiatives?

| > How will the project ensure that benefits are sustained and how will it continue its contribution to the local creative, political and other

trends once its funding ends? What will happen to the partnership after the funding ends?

| > What will happen to the partnership after the project funding ends? How will the relations between the Netherlands and the target

countries/country be maintained?

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9 Corporate social responsibility

> Describe how the OECD guidelines for multinational enterprises have been applied in this project, in particular regarding human rights and inclusivity2.

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Please note:• Good procurement procedures must be followed• The funding obligates the receiving party to observe the special reporting obligation, mentioned in the Dutch act on

governmental fines for reporting obligation for subsidiaries. The receiving party of the funding must ensure that the project partners and the primary official supplier do not make use of child labour or forced labour/slavery, neither for the project for which the application is intended, nor for other activities. The receiver must immediately report facts or circumstances that point to child or forced labour to RVO.nl.

• Beneficiaries of a subsidy from the Dutch Ministry of Foreign Affairs have the obligation to avoid the use of child labour or forced labour. If you notice any forced labour or child labour in your organistion or any other organisation (partner, third party, etc.), you have the obligation to report this to RVO.nl, as stated in the “Wet bestuurlijke boete meldingsplichten subsidies”.

2 This website of MVO Nederland (http://www.mvorisicochecker.nl/en/risk-check) can assist you in analysing the CSR risks of the project.

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ANNEX I

This is a publication of:

Netherlands Enterprise Agency T +31 (0) 88 042 42 42 E [email protected] www.rvo.nl

This publication was commissioned by the Ministry of Foreign Affairs

© Netherlands Enterprise Agency | December 2017Publication number: RVO-156-1701/FO-INT

NL Enterprise Agency is a department of the Dutch ministry of Economic Affairs and Climate Policy that implements govern-ment policy for Agricultural, sustainability, innovation, and international business and cooperation. NL Enterprise Agency is the contact point for businesses, educational institutions and government bodies for information and advice, financing, networking and regulatory matters. Netherlands Enterprise Agency is part of the Ministry of Economic Affairs and Climate Policy.

Documents

ANNEX I Project proposal format Creative Twinning 2018-2020 · Project proposal format creative twinning 2018-2020 Netherlands Enterprise Agency ANNEX I 1.eneral project information