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130 2. Design of the project* 2.1. How coherent is the overall design of the action? In particular, does it reflect the analysis of the problems involved; take into account external factors and relevant stakeholders? 2.2. Is the action feasible and consistent in relation to the objectives and expected results? 3. Financial and operational capacity 3.1. Do the applicants and, if applicable, their affiliated entity(ies) have sufficient experience of project management? 3.2. Do the applicants and, if applicable, their affiliated entity(ies) have sufficient technical expertise? (especially knowledge of the issues to be addressed) 3.3. Do the applicants and, if applicable, their affiliated entity(ies) have sufficient management capacity? (including staff, equipment and ability to handle the budget for the action)? 3.4. Does the lead applicant have stable and sufficient sources of finance? 4. Effectiveness and feasibility of the project 4.1. Are the activities proposed appropriate, practical, and consistent with the objectives and expected results? 4.2. Is the action plan clear and feasible? 4.3. Does the proposal contain objectively verifiable indicators for the outcome of the action? Is any evaluation planned? 4.4. Is the co-applicant(s)'s and affiliated entity(ies)'s level of involvement and participation in the action satisfactory? 5. Sustainability of the project 5.1. Is the action likely to have a tangible impact on its target groups? 5.2. Is the proposal likely to have multiplier effects? (including scope for replication, extension and information sharing.) 5.3. Are the expected results of the proposed action sustainable? - financially (how will the activities be financed after the funding ends?) - institutionally (will structures allowing the activities to continue be in place at the end of the action? Will there be local ‘ownership’ of the results of the action?) - at policy level (where applicable) (what will be the structural impact of the action — e.g. will it lead to improved legislation, codes of conduct, methods, etc?) - environmentally (if applicable) (will the action have a negative/positive environmental impact?) 6. Budget and cost-effectiveness of the project 6.1. Are the activities appropriately reflected in the budget? 6.2. Is the ratio between the estimated costs and the expected results satisfactory?
131 (*The first two parts are used for the evaluation of the concept note (project summary) and only if the concept note passes the predetermined score then the full application form is assessed based on the remaining criteria) Fundraising Identification of Funding Resources At a certain stage of a project proposal development, the project manager has to start looking for financing programmes, at regional, national or international level. National and regional projects are usually funded per institutions and are small or average in terms of funds. European projects are mainly developed by trans-national partnerships and can be small, average or large, depending on the EU programs and components and on the project extent. (Bakay et al., 2010, p. 56) EU Funds 3 The EU provides funding for a broad range of projects and programs covering areas such as: regional & urban development employment & social inclusion agriculture & rural development maritime & fisheries policies research & innovation humanitarian aid Management of funds Funding is managed according to strict rules to ensure there is tight control over how funds are used and that the money is spent in a transparent, accountable manner. Because most of the funding is managed within the beneficiary countries, responsibility for conducting checks and annual audits lies with national governments. Over 76% of the EU budget is managed in partnership with national and regional authorities through a system of "shared management", largely through 5 big funds - the Structural & Investment Funds. European Regional Development Fund (ERDF) – regional and urban development European Social Fund (ESF) – social inclusion and good governance Cohesion Fund (CF) – economic convergence by less-developed regions European Agricultural Fund for Rural Development (EAFRD) European Maritime and Fisheries Fund (EMFF) 3 http://europa.eu/about-eu/funding-grants/
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Omega: Opening More Employment Gate
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Contents The Omega Project Introduc
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The Omega Project The context for t
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2 distinctions between the two term
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4 for example, is a statement from
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6 Considering Future Directions A s
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8 Collecting Your Personal Informat
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10 not enough. For example, let’s
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12 The Flexible Archive "Necessity
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14 relevance is going to dictate th
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16 To achieve this you must study t
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18 your suitability for the job off
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20 4. Greeting. Dear + given title
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22 employer or collaborator can hav
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24 2. Etiquette Be punctual. Punctu
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26 BIBLIOGRAPHY 1) The Business Dic
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28 under a general heading (“soft
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30 The new interest in soft skills
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32 Figure 1. Dimensions of skills K
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34 Figure 2. Do soft skills matter?
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36 HEIs generally leads to changes
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38 These expectations - of insecuri
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40 how do teamwork skills translate
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42 - Leadership is rotated; no one
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44 The two sides of teams - the thi
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46 Leadership Skills: Soft Skills f
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action helps the director, manager
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50 Styles of Leadership The aforeme
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52 in relation to arts graduates, w
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54 Figure. 4. Problem-solving proce
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56 Mindfulness involves doing these
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58 essentially cover the hard and s
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22) Güreşen, H. (2013), Erasmus m
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62 CHAPTER III. Marketing Arts Orga
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64 Boorsma (2002) is of the opinion
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66 imagination of marketers on how
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68 have a proper marketing plan. A
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70 audiences or customers (Dickman,
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72 Once the strategic market planni
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74 organization’s product, while
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76 The Marketing Mix The terms ‘m
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78 1999). The promotion plan should
Page 86 and 87: 80 Although some organizations are
Page 88 and 89: 82 it cannot do directly is to crea
Page 90 and 91: 84 Marketing platforms Facebook, Tw
Page 92 and 93: 86 Record labels and independent ar
Page 94 and 95: 88 uncertainty on the part of the v
Page 96 and 97: ut also your own manager. You must
Page 98 and 99: 16) Hill, L., O’Sullivan, C. and
Page 100 and 101: 94 To change your present life and
Page 102 and 103: 96 Handling your finance You need t
Page 104 and 105: 98 Executive Summary The executive
Page 106 and 107: 100 too far too fast can lead to de
Page 108 and 109: 102 evolution of the market. They a
Page 110 and 111: 104 A description of the legal str
Page 112 and 113: 106 description. Any images, photos
Page 114 and 115: 108 Financial information produced
Page 116 and 117: 110 Balance Sheet The balance sheet
Page 118 and 119: 112 Carmen Parra Rodríguez Design
Page 120 and 121: 114 Founders, family and friends Th
Page 122 and 123: 116 BIBLIOGRAPHY Textbooks: 1) Barr
Page 124 and 125: 118 CHAPTER V. Project Management &
Page 126 and 127: 120 The project should come out
Page 128 and 129: 122 Steps of Objective Analysis Ste
Page 130 and 131: 124 Information contained in the Lo
Page 132 and 133: 126 Most projects fail, not because
Page 134 and 135: 128 Activity schedule helps us to p
Page 138 and 139: 132 Other funds are managed directl
Page 140 and 141: 134 BIBLIOGRAPHY 1) Bakay, E., Kale
Page 142 and 143: 136 F Floatation 115 Formal Leaders
Page 144: 138 V Values statement 97 Venture C
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