Demonstrate Added Value/Additionality
Additionality can come in many forms, such as:
- Helping people to enter and succeed on a national programme;
- Providing additional / more intensive support that some people may need to succeed while on a national programme;
- Enabling more people to participate on a programme than the main programme budget allows;
- Providing extra support to people after they have left national programmes.
Identify the following:
- What are the advantages of this activity being led by your organisation?
- What are you bringing to the table?
- Who can you reach that others would struggle to engage?
- Is there evidence that other approaches don’t work for your target audience?
- How does the activity support the government strategy for delivering a demand-side /employer-led approach?
- How is it innovative - i.e. new, different and better?
- How might that innovation result in transformational (not marginal) change?
Give your funder details of the management structure and governance arrangements you have established for your project. If you have multiple project partners, establish a cross-partnership steering group and explain which decisions will be made at the cross-partnership level or by individual partners. Explain how decisions will be made, e.g. by consensus or, if that fails, by majority voting. Embed this in a Partnership Agreement.
Set out your experience of managing similar projects and your previous successes and make sure that you explain the roles that individual members of your project team played in these successes.
Where there is a lead partner, explain the sub-contracting, monitoring, reporting and performance management arrangements that you have agreed within your partnership.