“We know New Public Management fails but what else can we do?” Is there a better way than management by targets?

featuring

Toby Lowe, Visiting Professor of Public Management, Centre for Public Impact

and Gary Wallace, Office of the Director for Public Health, Plymouth City Council

For details and booking click here

“We know New Public Management fails but what else can we do?” Is there a better way than management by targets?

featuring

Toby Lowe, Visiting Professor of Public Management, Centre for Public Impact

and Gary Wallace, Office of the Director for Public Health, Plymouth City Council

For details and booking click here

The Market for Illicit Drugs

featuring

Professor Dame Carol Black

More details and booking link to follow

After some inevitable delays due to Covid-19, the redevelopment of the derelict former bus station in Whitehaven is motoring on.

A short video tour hosted by our head of community and development, Gary McKeating, shows that the new home for digital and creative start-ups is taking shape.

Gary takes us on a tour of the bus station

Gary said:

I am incredibly impressed by how much progress Thomas Armstrong has made since work was able to restart.

You can see the business pods and communal working areas on the second floor coming together. And the blend of original features, like the former station’s art deco windows, with the more contemporary features like exposed ducts, is going to give the building a contemporary feel.

While entrepreneurs will be busy planning their business growth upstairs, a new food and beverage offer called The Pedlar will be open to the public downstairs.

Speaking to Gary in this week’s social impact multiplied (SiX) podcast, Craig Lowery from Osprey who will run The Pedlar, said:

Whether you’re getting off a train in Whitehaven and want to grab a coffee to go, shopping in town and want somewhere to go for lunch, or are looking for somewhere for an evening meal, The Pedlar will cater for all”.

The Bus Station development is being delivered by BEC with funding from Sellafield Ltd and the Nuclear Decommissioning Authority.

Michael Pemberton, chief executive of BEC, also joined Gary on the podcast and said:

This is going to be a really exciting space and unique facility for the area. When open we’ll have enough space for something like 9 individual offices, 5 meeting spaces, and 37 co-working areas. And then there will be ‘maker spaces’ where you can prototype products.

The full SiX podcast is available via Apple, Spotify and Google.

Your project proposal should be based on the following:

• Project objective: Support for and political prospects of achieving the two state solution are improved
• Project outcome: Increased prominence of positive discussions around the two state solution in Israeli public debate

Notes

The funding period is 15 October 2020 to 31 March 2022.

The project will be managed under an Accountable Grant Agreement. projects in this framework are not allowed to generate a profit for the delivery partner. Proposals from for-profit organisations can only be considered if an officially registered non-profit making arm or division of the for-profit organisation will deliver the project.

The successful bidder must be willing to engage closely with the British Embassy in Israel and our independent project evaluators. it must commit to deliver a project in line with HMG policy. This will include close cooperation during the inception and recruitment period.

The project should work with Israeli participants across society, and involve engagement with Palestinians (though not necessarily as project participants themselves). The proposal must demonstrate how the project benefits both Israelis and Palestinians. Bidders must demonstrate that they have an existing, diverse network in place to identify relevant participants.

The project must be able to demonstrate how it will adapt to the likelihood of continued Covid-19 related disruption to project delivery.

Applicants are welcome to bid for this in addition to the previous call for proposals. Submitting a proposal for this call for bids will not prejudice any pending bid.

Bidding process

1. Proposals should be sent to beta.bids2022@gmail.com by 17 September 2020. In the email subject line and file names, please indicate the name of the bidder.
2. Bidders should fill in the standard Project Proposal Form Project Proposal Form (ODT, 57.1KB), and include a breakdown of project costs in the Activity Based Budget Template ABB Activity Based Budget Template (ABB) (ODS, 10.6KB) for the entire project period. Please use the templates attached. We will not consider proposals submitted in other formats. Budgets must be Activity Based Budgets (ABB), all costs should be listed in GPB (not ILS).
3. Questions relating to the call for proposals should be submitted by 6 September, adn answers will be published on the UK in Israel website by 10 September together.
4. The British Embassy Tel Aviv reserves the right to carry out due diligence of potential grantees as part of the selection process. Due to the volume of bids expected we will not be able to provide feedback on unsuccessful bids.

Budget

The maximum funding for the project is up to GBP 190,000 in financial year 1 – FY 20/20 (September 2020-March 2021) and GBP 480,000 in financial year 2 – FY21/22 (April 2021-March 2022). This may be in addition to co-funding and self-funding contributions.

Administrative costs must not exceed 10% of the total project budget.

Evaluation criteria

Successful bids must demonstrate strong strategic relevance to the project outcome and objective, and have a clear focus on delivering change an sustainability.

Proposals will be evaluated against the following criteria:

• Strategic fit to project objective – the extent to which the proposal addresses the issues
• Quality of project – the strength of the Theory of Change, and the monitoring and evaluation framework
• Value for money – the value of the expected project outcomes
• Expertise – Evidence of: understanding of the context; ability to manage and deliver a successful project that includes dissemination activities and engagement across society, and an existing network of relevant connections
• Gender-sensitive approach – bidders should identity the gender implications of the project, and demonstrate how this is taken into account in the proposal
• Sustainability: an explanation of how the project outcomes will continue to have impact beyond the lifetime of the project
• Risk management- the extent of which the proposal identifies serious risks, together with a management strategy.
  • Note: This must include detailed information on how the project would deliver its activities and outcomes under:
  • Different COVID-19 scenarios – including full or partial lock-down, and restrictions on local/international travel, for part or all of the project period. This would impact both project activities, and the need for a local project team presence
  • Different political scenarios – including annexation scenarios, elections and other potential sources of instability.