Mecanismos moleculares implicados en los cambios en la migración de las células B

This publication does not aim to provide guidance on how to succeed with a proposal for a Multilateral Project in the Lifelong Learning Programme but some general remarks are presented in this section.

The project proposal is often a compromise

The project application is the tangible result of the preceding analysis and planning processes. In most cases the project as it is finally described in the application form is a compromise between two conflicting factors:

The initial project idea

■ ■

The aims and requirements of the European funding pro-

■ ■

gramme

An application cannot be convincing if these two aspects have not been reconciled. Many project applications remain much too entangled in the original project idea, i.e. the immediate inter- ests and aims of the applying institution and their partners. What they fail to do is to split up the initial idea and identify

the parts which are appropriate to implement in a European project.

Successful applicants know the art of aligning their original idea with the wording of the funding programme. To support applicants and clarify the provisions in the Call for Proposals concerned the Executive Agency offers an online helpdesk ser- vice during the application period.

Another challenge lies in breaking down the project idea into the rigid structure of work packages which the application format demands. The planning tools introduced in the previous section of this chapter may help with this process.

Good applications are well readable texts

Normally an application will be assessed by several profes- sionals: EU officials and external evaluators. Their professional backgrounds are diverse. Some of them will be experts in the field concerned, while others might have a more general back- ground in project management or finance and administration. This is why the applicant has to perform a balancing act and write a text which:

Explains the project with such accuracy and detail that

■ ■

the content experts who assess the proposal will be con- vinced

Is simple and comprehensible enough to deliver the general

■ ■

picture to somebody without expert knowledge

Another challenge is to deal with the limitations the application form imposes. Generally a more or less strict number of words are allocated to the various parts of the project description. Therefore while enough detail and explanations need to be given and key messages ought to be strategically repeated, the text must be concise and avoid redundant prose.

Box 14: The process of writing a project application

Idea

+

=

Programme

Planning a Multilateral Project Chapter 3

The most important thing to keep in mind is to write the appli- cation with a clear focus on the recipient, i.e. the evaluator. Evaluators are busy people who need to read many applications under a considerable pressure of time. If the applicant tries and makes the evaluator’s job easier, the latter will be likely to be disposed to take a favourable view of the application.

In general a text will be more reader-friendly if it: Is structured into small units

■ ■

Uses organising elements like sub-headings, summaries and

■ ■

cross references to other parts

Has descriptive passages as well as bullet points

■ ■

Follows a clear red line, i.e. refers to the most important

■ ■

aspects from different angles

Has a coherent usage of key words (e.g. refers to

■

■ handbook

throughout the proposal instead of using manual, publica- tion, guidance material alternatively)

An applicant can sometimes get so entangled in the project in which so many thoughts have been invested that they forget the basic principle that only what was written down can be read. Critical proof-reading of the text by somebody not involved in the project and perhaps even working in an entirely different field can therefore be very useful for the stringency of argu- ments and the readability of the text.

Project title and summary

Several people will be involved in the selection procedure and they will communicate with each other about your project. This is why a meaningful title is important. A project application which can be easily remembered and which will not be confused with other proposals has a clear advantage. Acronyms are fre- quently used, but sometimes short project titles which express the core idea of the project might be even more useful. The summary is like the project’s business card, for it is some- times used in official project compendia or similar publica- tions. It should therefore be carefully worded and contain the most important aspects of the project:

The reason for the project

■ ■

Concise description of the outputs, results and/or products

■ ■

The impact envisaged

■ ■

Criteria for assessing Multilateral Project proposals

An applicant for a Multilateral Project should follow all the steps of the planning process bearing in mind the criteria for how the

project will be assessed. These criteria are published in the Guide for Applicants accompanying the Calls for Proposals. For Multilateral Projects in the LLP there are four types of criteria:

Eligibility criteria: compliance with technical application

■ ■

procedures

Exclusion criteria: integrity of applicant

■ ■

Selection criteria: cf. Box 6: Applicant capacity

■ ■

Award criteria

■ ■

In particular the award criteria ought to be carefully consid- ered. In the following paragraphs the award criteria (2010) for Grundtvig and other sub-programmes are presented (Lifelong Learning Programme: Application and Selection Procedures – Call 2010 (DG EAC41/09). Information on the Selection Procedures, Instructions for Completing the Application Form and the Financial Tables, p. 11 f.)

Relevance

A Multilateral Project needs to respond to the logic of the funding programme and argue its case in compliance with the published objectives and priorities of the LLP and the relevant sub-programme.

Quality of the work programme

The work plan gives evidence of the applicant’s project man- agement skills. When planning the work of the Multilateral Project the applicant should not be too ambitious. The working pace in most Multilateral Projects is rather slow, and things often take much longer than expected due to geographic dis- tance and cultural differences.

‘The grant application and the results foreseen are clearly posi- tioned in the specific, operational and broader objectives of the Programme. The objectives are clear, realistic and address a relevant issue / target group. Where relevant, at least one of the priority areas of the Call for Proposals for the action concerned is addressed.’

‘The organisation of the work is clear and appropriate to achiev- ing the objectives; the work programme defines and distributes tasks / activities among the partners in such a way that the results will be achieved on time and to budget.’

Planning a Multilateral Project Chapter 3 Innovative character

Innovation does not necessarily mean to invent something com- pletely new but can also occur when an educational methodol- ogy or approach that has proved to be good practice is adapted, modified or further developed according to the needs of:

A different thematic field of learning

■ ■

Another educational sector

■ ■

A new target groups

■ ■

European countries where this approach has been hitherto

■ ■

unknown

The innovative element might also be related to the European character of the project. For instance, when a particular issue is dealt with jointly by experts from different European countries for the first time.

Quality of the consortium

The expertise of the partners should be complementary. All aspects of the project should be borne in mind when forming the partnership, including any non-educational know-how that will be needed such as ICT or marketing.

European added value

For many applicants it has proved helpful to pose the question of what is European about their project with regard to the fol- lowing elements:

‘The project will provide innovative solutions to clearly identi- fied needs for clearly identified target groups. It will achieve this either by adapting and transferring innovative approaches which already exist in other countries or sectors, or by develop- ing a brand new solution not yet available in any of the coun- tries participating in the Lifelong Learning Programme.’

‘The consortium includes all the skills, recognised expertise and competences required to carry out all aspects of the work programme, and there is an appropriate distribution of tasks across the partners.’

‘The benefits of and need for European co-operation (as opposed to national, regional or local approaches) are clearly demonstrated.’

The content of the project

■ ■

(a topic of common importance in several European coun- tries, development of joint courses/learning materials etc.) The composition of the partnership

■ ■

(the geographical diversity, different approaches to specific problems in the north, south, east and west of Europe etc.) The nature of co-operation

■ ■

(making best use of the particular strengths of different education systems and traditions, balanced contributions from all partners etc.)

The dissemination of the outputs

■ ■

(distribution of the project’s results to a wider educational community in Europe etc.)

The cost-benefit ratio

The project budget should reflect the activities leading to the development of the project results. Excessive budgeting, e.g. with regard to staff days or equipment, will reduce selection chances.

Impact

A Multilateral Project has the ultimate aim to change the situ- ation of a specific target group for the better. This envisaged change ought to be carefully reflected.

Quality of the valorisation plan (dissemination and exploita- tion of results)

Multilateral Projects do not only develop innovative educational products but are also expected to spread them and make sure they will be used by the target group both during and after the EU funding period.

‘The grant application demonstrates value for money in terms of the activities planned relative to the budget foreseen.’

‘The foreseeable impact on the approaches, target groups and systems concerned is clearly defined and measures are in place to ensure that the impact can be achieved. The results of the activities are likely to be significant.’

‘The planned dissemination and exploitation activities will ensure optimal use of the results beyond the participants in the proposal, during and beyond the lifetime of the project.’

Planning a Multilateral Project Chapter 3

application procedure. The electronic system has its advan- tages, but does require the applicants to make themselves familiar with the e-tool and the submission procedure. This is best done well in advance both to avoid barriers to the writing process due to technical problems and also nerve-racking last minute struggles with the technology.

Putting all of these planning elements together helps a solid project strategy to evolve. This not only increases a proposal’s selection chances but also lays the foundation for attaining what the Multilateral Project sets out to achieve.

And finally, a practical piece of advice. Many actions of the Lifelong Learning Programme have introduced an electronic

Award criteria

Project rationale

Desk research & needs analysis Quality of the consortium

Do the partners have the necessary expertise?

Innovative character

What are the new elements of the proposed approach?

Quality of work programme

Is the project response properly planned to ensure success?

Relevance

How does the project respond to LLP objectives?

How does the project respond to identified needs of the field?

Needs of the field

What are the problems ■ ■ shortcomings ■ ■ challenges ■ ■

of a specific target group?

European Added Value

Is the transnational approach justified?

The cost-benefit ratio

Does the project offer value for money?

Impact

Will the project bring about a significant improvement?

Dissemination & Exploitation

Will the project results reach the intended users?

What existing good practices can the project build on?

State of the art

What has been done in research? ■ ■ European projects? ■ ■ national/local initiatives? ■ ■ Box 15: Elements of a well-reflected project strategy

Getting

In document Regulación de la dinámica de las células B por estímulos de tipo innato: efectos de TLR4 y su ligando LPS (página 92-109)