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Damian Hatton

on 28 July 2018

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Transcript of HEP SSA

Applying for Funding: General Guidelines
Stephen Pittam, trust secretary of the Joseph Rowntree Charitable Trust, which largely funds work that promotes peace and social justice,
Working in Partnership
Getting the budget right
Higher Education Partnerships in Sub-Saharan Africa (HEP SSA) Programme
Aims of this webinar
Complete each section of the HEP SSA application form, including tips on how to structure your responses.
Tom Keyte
Head of Training, inFocus Consulting Ltd.
"We get applications to repair churches in East Anglia
( a region in England)
. We don't fund in East Anglia and we don't do building work on churches."
Tailoring your Application
Demonstrating Value
Does your organisation work in the right areas (location and areas of work)?
Do your projects/programmes (or potential projects/programmes) fit the eligibility criteria?
Can you contact the funder/grant maker to ask if you are eligible or discuss your ideas about projects/programmes that might fit?
Are there partners you could work with that would add value to your bid?
Do you need partners to fill any gaps in expertise/experience?
How realistic is your budget? Is there anything you have under-costed? Are the figures based on actual quotations (if not, what are your assumptions)?
Are your figures in your budget correct? Can you get anyone to check the figures before you submit? Ideally this could be a member of your finance team (if you have a finance team)
How tailored is your proposal? Do elements taken from other proposals fit in or need further adjustment?
Look into the background of the funder, familiarising yourself with their interests and grant history
Ensure that you have described the outcomes (social changes) and impact (longest term social changes) that you anticipate to occur from your activities.
Make sure you have described how you will measure the impact that will occur, not just the type and number of activities you have run
Meredith Ettridge
Senior Manager, International Development, The Royal Academy of Engineering
The Higher Education Partnerships in Sub-Saharan Africa (HEP SSA) Programme – supported by the Anglo American Group Foundation and the UK Government through the Global Challenges Research Fund (GCRF) – was established by the Royal Academy of Engineering following the successful pilot scheme, Enriching Engineering Education Programme to help address the engineering skills shortage in sub-Saharan Africa and to showcase engineering’s role in driving economic development in the region.
Can the funder/grant maker make introductions to potential partners?
Understand more about good practice in relation to key programme management areas such as: value for money, partnership management and sustainability. We also look more generally at how to successfully complete application forms and proposals.
Ask questions about the application process or any of the topics covered in the webinar.
Are you eligible?
Sebastian Scott
GCRF Programme Manager, The Royal Academy of Engineering
By forming and strengthening relationships between academia and industry, the programme aims to enable the higher education system in sub-Saharan Africa to produces engineers with the skills and knowledge required to meet the needs of industry and to tackle local challenges.
To maximise the impact of this collaboration, the programme is implemented through a ‘hub and spoke’ model. The Hub universities are funded to undertake bilateral secondments with local industry partners, and in turn, share their experiences with a larger number of Spoke universities through a series of knowledge sharing workshops and reports.

The University of Botswana
Moi University, Kenya
The University of Dar es Salaam, Tanzania
Makerere University, Uganda
The National University of Science and Technology, Zimbabwe


The University of Malawi, The Polytechnic
The University of Zambia
The University of Port Harcourt, Nigeria
The University of Namibia

Application Form Guidelines
Getting Started
Page 1: Applicant, institution and partnership details
Page 2: Project details
Page 3: Project objectives, outcomes and impact
Page 4: Project planning and resourcing
Page 5: Additional Questions
(for previous hubs only)

Page 6: Letters of support and declarations
Page 7: Marketing
Value for Money
"The optimal use of resources to achieve intended outcomes"
The National Audit Office (NAO)
DFID's 3E's Framework
DFID view Value for Money in relation to how they maximise the impact of each pound spent to improve people’s lives.
is the long-term goal of the project and represents the longest term social change you are working towards

are the changes that will happen as a result of project outputs
are the things that happen as a direct result of project activities
are the key activities delivered throughout the project
are the things/resources needed to deliver the project activities
are we buying things/services at the best price? E.g. the day rate of our designer is appropriate for her/his skill level and quality of work in comparison to other designers.
how well are we converting our inputs into outputs? This is often a balance between time and quality. E.g. we produce a presentation that a client is happy with the quality of, but it takes 30 days. Having an experienced and skilled team or elements already in place can increase efficiency.
: to what extent are our outputs leading to outcomes (and eventually impact). E.g. does an output from our training (an increase in knowledge) lead to organisations improving practice? Often effectiveness is about explaining why your particular model is going to be effective.
An example: Developing inFocus training courses
NOTE: Value for money is not just about providing the cheapest option
Risk Management
What is risk management?
Risk Description
is a top level description of the risk, using no more than one sentence
relates to how severe the impact would be if the risk occurred (red = high, severe impact, orange = medium impact green = low impact)
relates to how likely it is that the risk will happen (red = high likelihood, orange = medium likelihood, green = low likelihood)
combines the likelihood and significance to come up with an overall risk rating
refers to how you will 'mitigate' or reduce the risk. I.e. what steps will you take to stop the risk from occurring, and to minimise the impact of the risk, should it take place
“The task of risk management is to limit the organisation’s exposure to an acceptable level of risk in relation to the expected gain by taking action to reduce the probability of the risk occurring and its likely impact.”
DFID, Risk Management Guidance

Risk register example
Partnership Management
Monitoring and Evaluation

Two way secondments between industry and academic staff increasing knowledge (industry experience) of each other’s organisation, upskilling, identifying potential joint research areas.

Guest lectures/Master classes led by the industry experts on specific topics improving engineering education

Financial/in-kind project support including access to facilities,

Participation in knowledge sharing workshops
Participating/ sitting on the HEP SSA project steering group,

Actively participating industry in curriculum review and design to ensure it is better aligned with industry needs and expectations

Creation of student internship/ industry work experience opportunities

University faculty staff would undergo visits and secondments within Industry Y to increase industry knowledge, identify PhD and academic research projects in support of Industry Y, and strengthened partnerships.

Step 3: The agreed activities, list of objectives, and obligations would then be formalised within an MOU or Agreement (depending on what is most suitable)

Step 1: Prior to contacting Industry Y, University X had internally outlined key activities that they would be interested in engaging Industry Y with specific to the company’s expertise. These can include (but not limited to):
Step 2: In discussions between the two parties, University X agreed to include Industry Y in the following:
Example of sustainability framework
What is Sustainability?
"Sustainability is about how organizations manage financial, social and environmental risks to ensure their business can continue to operate, regardless of obstacles such as resource shortages, environmental disasters, and social and political events. It also relates to green practices and business continuity planning, as well as stakeholder engagement."

Project Management Institute
Group Exercise
When thinking of risks, it can be helpful to first list stakeholders (individuals or organisations that can influence the project) then go through the list and consider risks relating to each.
Risks should be tailored to the particular context of the project.
The risk register is a 'living' document - keep updating and using it as a reference point throughout your project. If risks do occur, raise this as early as possible with a funder/grant maker.
Do not include risks that would be considered basic good practice e.g. the budget or Gantt chart is not used.
Decide who is managing the actions that will mitigate the risks.
What factors should be taken into account when considering the sustainability of projects/programmes? E.g. managing partnerships/relationships
Evaluations would explore longer-term outcomes such as improved faculty teaching, increased student internships, Industry sponsorship, etc.
Successful applicants are required to undertake an independent, external evaluation of activities. A report from the independent evaluation would be due at the end of the two-year project
Awardees are required to provide a follow-up report 12 months after the completion of the project, to demonstrate the longer term impact of the secondments
Monitoring would involve regular reporting on progress with programme activities
Awardees will be required to report on progress to the Academy every six months, detailing completed activities and future plans
The payment schedule for the grant will be contingent on these reports being received
These questions are voluntary. If you would like to opt out, please select 'prefer not to say' for each drop-down.
For example, this could include:

lack of industry engagement,
lack of faculty willing to engage with industry
funding challenges such as banking issues, price fluctuations (exchange rate)
inconsistent staffing over the two year project

Changes in response to the challenges might include:

Creating an MOU with Industry
Better advertising the opportunities to faculty
Inputting a funding buffer to mitigate the effect of funding challenges
Improving staff incentives

This section essentially addresses your reasons for why the Academy should fund your institution for a further two years. What is the added value? What else can you achieve was outside of the scope of the first period of funding?

Examples could include:

We completed 10 academia to industry secondments in the last project – now we want to send them back to build on the partnerships made, create internship and research opportunities for students

We secured agreement from our industry and university (spoke) partners to instigate a student centred curriculum – now we want to engage government in creating policy or government funding to initiate this

Some examples could include:

Are they engaging more UK partners?
Have they formalised the partnership with an MOU or agreement of activities?
Perhaps they have taken on a more active role within the project where before they only held X number of guest lectures, and provided commentary on curriculum review, now they are helping design new course, will be more active in the achievements of the project goals.


The University of Botswana
Moi University, Kenya
The University of Dar es Salaam, Tanzania
Makerere University, Uganda
The National University of Science and Technology, Zimbabwe

These are the details we will use to contact the lead applicant. The lead applicant must be a representative from a university in sub-Saharan Africa. Please include your name, job title, institution and email in the address line.
Please enter the names, position, organisation and email address for every applicant involved in this proposal including the main contact for each spoke university partner,
industry partners and the UK partner(s).
CVs should be a maximum of four pages long. There is no set format for the CV but it should include information on posts held in at least the last five years together with
information on education and qualifications obtained (with dates), evidence of eminence and seniority (for example: details of awards and prizes won, invited lectures, national/international committee membership/leadership) and saved as a PDF.
CVs longer than four pages will not be accepted.
For hub university:
The number of years the institution has been in existence
Engineering courses offered
Number of students and staff
Indicators of track record (ranking, awards, etc)
Link to website for engineering faculty

For spoke university partners:
Main contact’s name, position and email address
Level of partnership (i.e. MOU, legal agreement or equivalent?)
The number of years the institution has been in existence
Engineering courses offered
Number of students and staff
Indicators of track record (ranking, awards, etc)
Link to website for engineering faculty

For industry partners:
Main contact’s name, position and email address
Level of partnership (i.e. MOU, legal agreement or equivalent?)
Nature of business and type of products/services offered
Indicator of size (e.g #employees, turnover, etc)
Nature of R&D (if any occurs)

For UK partner(s):
Main contact’s name, position and email address
Level of partnership (i.e. MOU, legal agreement or equivalent?)
Name of department, institution
Indicators of track record (ranking, awards, etc)
Link to website for engineering faculty)
Collaborating partners details:
Please specify the exact role of the
industry partner(s)
in the project. Provide details of what has been achieved so far through any existing collaboration and what is the overall perceived long-term vision of this relationship.
Specify the exact role of the
UK partner
in this project. Provide details of what has been achieved so far through any existing
collaboration and what is the overall perceived long-term vision for this relationship along
with expected benefits to the UK partner.
Specify the role and
benefits of the
spoke partners
in this project, and provide information on any MOUs or agreements signed.
The project summary should provide a brief overview of your aims, the programme of activities and the benefits of the activities to be undertaken during the project. You will have further opportunity in subsequent questions to go into more detail, this is a simply an overview of the proposed two years of activities.
Please provide up to 4 key words relating to this project. For example, Education, Gender Equality, Mechanical, Civil; this will help the Royal Academy of Engineering to identify who to review the application.
This should state the exact amount of funding contribution sought from the Royal Academy of Engineering. (Please note: The maximum available funding is £140,000)
Consider how you will engage/ involve the local and UK partners within this project with the end goal of maximum knowledge dissemination and collaboration. Examples could include knowledge sharing workshop or staff exchanges.
Please be clear, concise and realistic in your expected objectives.
For example, Objective 1: Completing 10 Academic Secondments to Industry.
These outcomes may include improved faculty teaching, increased student internships, Industry sponsorship, etc.
Something that you plan to do or achieve. What does your project produce?
Objectives definition
For example, number of students taught by an industrial secondee, a change in curriculum, a certain number of staff trained on certain technical equipment, or number of secondments completed.
Outcomes definition
An outcome is a change that occurred because of your project. For example, employment of graduates, an improved curriculum leading to an increase in skills of students, or an increase in skills of staff.
This would include longer term institutional impacts such as percentage of students employed in 5 years, etc.
Impacts are the long-term effects of your activities. They are what you hope your efforts will accomplish. For example, it may be increased local industry production, increased university ranking, increased native engineers undertaking national engineering projects/ reduced reliability on foreign engineering consultancy.
Impact definition
Example: A risk could include the risk of teachers striking during the project, and what steps you will take to reduce the impact of this on the project.
A Gantt chart is a useful graphical tool which shows activities or tasks performed against time. It is also known as a visual presentation of a project where the activities are broken down and displayed on a chart which makes it is easy to understand and interpret.
Please use this budget template for submitting your project budget.
Funding Guidelines
The funding should be used to fund two way bilateral secondments between local industry and academia, training fees, travel and accommodation, resources & materials, and the host institutions expenses such as temporary replacement of staff or resources. The funding should also be used to host workshops to engage and include the all partners for knowledge sharing platforms.

This programme also offers support for travel, subsistence and salary support costs related to conducting visits and exchanges in support of collaborative activities among industry and academic partners in Africa and the UK.

There is no set limit on how much you can claim in any one category apart from consumables and other costs, where no more than 10% of the total cost may be requested. Consumables include specific project costs of small equipment, computer software licences or publication costs. Examples of other costs are conference attendance and seminar fees.

Successful applicants will receive 25% of the total award value at the project’s start, after contract signature, and the subsequent payments will be paid every quarter upon receipt of a satisfactory quarterly progress and expenditure report.

Additional costs on top of the grant funding must be met by the participating Institutions or leveraged from elsewhere with clear indication with respect to the source of the matched contribution.

The funding provided cannot be used to pay for purchases of large equipment and research infrastructure.

Please provide a brief explanation of all costs, covering both what the funds will be spent on and why. We require evidence that you have researched the costs for which you are seeking support; for example, you could include the cost per night for accommodation. Travel costs should be based on the most suitable and economical form of travel. Subsistence costs should reflect the normal rates applied by the host institution(s).
Industry Partner
Industry Partner
The 'hub and spoke' model
The project must have at least 3 spoke partners, 1 UK partner, and 1 industry partner
Full transcript