4_Activity schedule and budget

Funded by European Union

Introduction

What is project

Logical Frmwrk

Schedule

Budget

Stakeholders

Partnership

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Seminar on Project Preparation

How to develop activity based budget

Kiev, 3-4 September 2015


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Logical Framework

OVI

Overall

Objective

Project

Purpose

Results

Costs

Preconditions

SOV Assumptions

Activities Means

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Definition– Budget

Translation of planned activities into expected expenses (and bills) in organised way, covering certain time frame.


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Activity schedule linked to

Logframe:

Maintains objective-oriented approach of logframe;

Breaks activities down into operational detail;

Clarifies sequence, duration and precedence of

activities;

Identifies key milestones (i.e. for contract payments);

Assigns management responsibility.

Schedule


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Activity Schedule

Schedule


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Resource schedule and budget

A resource schedule and budget linked to the Logframe:

Maintains objective-oriented approach of Logframe

Supports cost-benefit analysis

Facilitates result-based budgeting

Provides basis for mobilisation of resources

Identifies cost implications

Counterpart funding requirement

Post-project financial sustainability

Salaries

Allowances

Vehicle Op.

Office

Tel/Fax

Seeds

Fertiliser

5000 5500

1250 1750

3750 4250

750 750

400 400

850 1100

2300 3100

Budget

Salaries

Allowances

Vehicle Op.

Office

Tel/Fax

Seeds

Fertiliser

5000 5500

1250 1750

3750 4250

750 750

400 400

850 1100

2300 3100

Budget

Salaries

Allowances

Vehicle Op.

Office

Tel/Fax

Seeds

Fertiliser

5000 5500

1250 1750

3750 4250

750 750

400 400

850 1100

2300 3100

Budget

Budget


Introduction

What is project

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Resource schedule and budget

Budget


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Budget

After initial plan (Logframe – Matrix)

Process of consultations >> make a choice

Future financial expenses

Planned income and expenses within certain period of time

Budget


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Expenses

Direct expenses/costs: expenses directly linked to activities (e.g. materials, travel, personnel, etc.);

Indirect expenses (Administrative): expenses which cannot be linked to activities (e.g. expenses for travel of management, administrative costs, cost for rental of offices, costs of administrative staff (usually a fix % of direct expenses/costs);

Budget


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• Indirect costs: max 7% to cover administrative

overheads;

• Contingencies: max 5% to be used only after prior

approval by the Contracting Authority. Managing

Budget


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Which are the direct eligible costs? For example:

• Cost of staff assigned to the action (salaries and remuneration-related

costs normally borne by the beneficiary);

• Travel and per diem;

• Purchase or rental of equipment and supplies, cost of sub-contracted

services;

• Subcontracting expenditure of works;

• Other costs deriving from the action (translation, reproduction,

dissemination activities, insurance & financial guarantees).

See Art. 14.2 GC

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Eligible costs are costs actually incurred by the beneficiary or partners of

the grant which meet the following criteria:

• they are indicated in the estimated overall budget for the Action;

• be necessary for carrying out the action;

• be recorded in the Beneficiary's or the Beneficiary's partners' accounts

or tax documents;

• be identifiable and verifiable, and be backed up by originals of

supporting documents.

Eligibility of costs

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Cost eligibility criteria

i. Costs relating to services and works shall relate to activities

performed during the implementation period. Costs relating

to supplies shall relate to delivery and installation of items

during the implementation period.

i. Costs incurred should be paid before the submission of the

final reports. They may be paid afterwards, provided they are

listed in the final report together with the estimated date of

payment;

Art. 14.1 GC

Managing

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Cost eligibility criteria (1)

iii. An exception is made for costs relating to final reports,

including expenditure verification, audit and final evaluation

of the Action, which may be incurred after the implementation

period of the Action;

iv. Procedures to award contracts, as referred to in Article 10,

may have been initiated and contracts may be concluded by

the Beneficiary(ies) before the start of the implementation period

of the Action, provided the provisions of Annex IV have been

respected.

Art. 14.1 GC

Managing

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V.A.T.

• Budget must be prepared without VAT;

• Keep in mind that you might need financial resources to cover VAT in advance;

• VAT EXEMPTION to be claimed on reasonable amounts

(as per instructions of the CA);

• Procedure defers from one country to another.

Managing

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Exchange Rate

• Old PRAG used average Inforeuro exchange rate of summarised invoices for the reporting period;

• New PRAG uses actual bank exchange rate applied;

As this proved to be the issue and sometimes big loss for beneficiaries with double currency accounts:

• Current option explored is to use monthly Inforeuro exchange;

• Check with your CAs what applies to your contracts.

Managing

Budget


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• Overhead costs which are not specified in any other budget heading;

• Ineligible costs cannot be included;

• Costs incurred according to accounting principles;

• No need to provide supporting documents to the CA;

• Final amount depends of total eligible costs as reported in final report and approved by CA.

Art. 14.7 GC

Indirect Costs

Managing

Budget


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Project budget

Excel table with three “Worksheets”:

Budget for applicant

Justification of the budget

Sources of financing

Very important part of project proposal and is the base for signing of the contract.

Expenses have to be clear, justified, sufficient for the implementation of activities and must be defined by budget lines.

Budget


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How to go from project description to budget?

Budget all your activities!

For each activity define the necessary means and after that costs/expenditure!

Budget


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Activities

Means

Expenses

Budget lines

Training of tourism workers about the possibility of recreational tourism in XY (2X 3 days; 30 pax;)

Trainers (1 foreign expert and 1 local), project manager, project coordinato, materilas, food/coffee

Fees for external experts (for the days of training and preparation);

(For members of the team emplyed in the institution which is implementing the project, these costs are callculated in their salaries);

Cost of one set of materials x 60;

Food/coffe X number of participants x number of days

1. Human resources

5. Services. Conferences and seminars

How to go from project description to budget?

Budget


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Budget: Table 1 Budget


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Budget Headings:

Human resources

Travel

Equipment and supplies

Local office

Other costs and services

Other

Contingency reserve

Administrative costs

Budget


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General instructions

Use the original table and DO NOT delete lines or formulas; if necessary add lines.

Budget is divided in a way to enter in one column the budget for all years and in the second column, the budget for only 1st year of implementation.

Enter expenses in correspondent headings but, if you are not sure, remember: it is important to show to which activities the cost will relate and how the are composed.

Budget


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All budget lines must be numbered;

Make sub lines, e.g.:

3. Equipment 3.1. Purchase or rent of vehicles

3.2 Furniture, computer equipment

3.2.1 Laptop computer

3.2.2 Colour printer

3.2.3 Digital camera

General instructions(II)

Budget


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Use right unit rates – some suggestions:

Equipment – per piece or pcs

Translation– per page

Simultaneous translation– per hour

Printing – per piece or pcs

Audit, research, design (subcontracted activities which produce tangible result/outcome) - contract

General instructions(III)

Budget


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BUDGET LINE 1 - Human resources (I)

Show salaries of the members of the team (applicant and partners) and those who will be hired for the purpose of the project only.

All expenses of external experts should also be shown in the budget line 1.2 but in the way that is clear to which activity they are linked to (e.g. trainer for capacity development, environment expert, etc.).

1.2 Salaries (gross, expatriate/international staff)

Budget


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Staff costs

• Agree which persons will be working for the project and see if they

are already working or they have to be recruited;

• Define the estimated monthly cost (as “month” is the unit of time in

budget);

• Find out in which month the persons will start working and on what

basis, if not full time.

Costs Assumption Initial dateDetailed description End date# of units Unit rateUnit

1. Human Resources

1.1 Salaries (gross salaries including social security

charges and other related costs, local staff)

1.1.1 Technical Technician 1 Beneficiary Month 12,00 3.000,00 Already in institution. 50% dedication Month 1 Month 24

Technician 2 Beneficiary Month 20,00 2.850,00 Recruited for the project. 100% dedication Month 4 Month 23

Technician 3 Beneficiary Month 2,00 2.600,00 Recruited for the project. Half dedication 4 months for final event Month 19 Month 22

Technician 1 partner 1 Month 5,50 2.000,00 Already in institution. 25% dedication Month 2 Month 23

Technician 2 partner 1 Month 20,00 1.900,00 Recruited for the project. 100% dedication Month 4 Month 23

Total technical staff 59,50 2.473,95

1.1.2 Administrative/ support staff Assistant Beneficiary Month 12,00 2.000,00 Already in institution. 50% dedication Month 1 Month 24

Assistant partner Month 5,50 1.600,00 Already in institution. 25% dedication Month 2 Month 23

Total administrative/support staff 17,50 1.874,29

Managing

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Staff costs (2)

Calculation of actual costs. You will need to calculate the monthly cost

for each year, for example:

Calculation of monthly cost Alex Alexov Year 2015

Annual cost 25.713,00

Gross salary 19.500,00

Social Charges 5.460,00

Other remuneration related costs 753,00

# of working months in a year 10,50

Monthly cost 2.448,86

Managing

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Staff not employed full time on the project e. if project manager works on half time on the project that lasts 18 months, this should be shown in the following way:

Use usual gross salary.

Use month as unit for staff engaged for longer time.

Description Unit Number

of units

Unit cost Total

Project Manager (50%) Month 9 1850 16,650

Human resources (II)

Budget


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BUDGET LINE 2 - Travel

TO BE REFERRED to TRAVEL of PROJECT STAFF

• unit rate are maximum or average;

• specify meaning/modalities for local transport;

• should be most economic means.

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Travel and subsistence costs (included in category 2)

Managing

2. Travel6

2.1. International travel Per flight

2.2 Local transportation Per month

Budget

Cost incurred by staff or any other person taking part in the project;

Any flat-rate for the subsistence costs must not exceed the rates (per diems) set out in the :

• project budget;

• scales published by the European Commission at the time of signing the contract;

• scales set by national legislation, if applicable.

• Travel by plane has to be always in economy class;


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Subsistence costs

• Subsistence costs may be paid to staff or to participants to seminars and

conferences. Any subsistence cost to external experts has to be included in the

“category 5 other costs, services”

The cost per night called “per diem” cannot exceed the rates published by EC:

https://ec.europa.eu/europeaid/sites/devco/files/perdiem-2013-07-corrigendum-3-febr-

2014_en.pdf (last update 01/07/2013)

2. Travel5

2.1 Travel6 Per travel € 0.00

2.2 Per diem7 Per day € 0.00

2.3 Other travel expenditures Per day € 0.00

Subtotal Travel € 0.00

Managing

Budget

https://ec.europa.eu/europeaid/sites/devco/files/perdiem-2013-07-corrigendum-3-febr-2014_en.pdf
























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BUDGET LINE 3: Equipment & supplies

(Procurement procedures apply)

PURCHASE of EQUIPMENT is an INVESTMENT: may not

be budgeted under RUNNING COSTS

* ORIGIN of SUPPLIES IS BASED on WHERE they ARE

PRODUCED, NOT WHERE THEY ARE PURCHASED Managing

Budget


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Equipment and supplies

(category 3)

According to article 14.2, the purchase or rental of equipment and

supplies (new or used) is eligible if it is specifically for the purposes of

the project. The cost of related services, such as transportation or

installation is also eligible. The costs have to correspond to market

rates.

Managing

3. Equipment and supplies7

3.1 Purchase or rent of vehicles Per vehicle

3.2 Furniture, computer equipment

3.3 Machines, tools…

3.4 Spare parts/equipment for machines, tools

3.5 Other (please specify)

Subtotal Equipment and supplies

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BUDGET LINE 4: local office

BUDGET LINE 5: other costs & services

Procurement procedures apply, except for audit (clarify procurement

planning and procedures (if any)).

• Vehicle running costs

• Telephone, water… (global price might be acceptable)

• Translation/Publication Services

• Event organisation

• External expertise

• …

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Local office

(category 4)

This category is intended to include the expenditure of any office

specifically for the purposes of the project.

The cost of the headquarters of the beneficiary and partners has to be

financed through indirect costs (category 8).

Managing

4. Local office

4.1 Vehicle costs Per month

4.2 Office rent Per month

4.3 Consumables - office supplies Per month

4.4 Other services (tel/fax, electricity/heating, maintenance) Per month

Subtotal Local office

Budget


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Other costs, services

(category 5)

This category includes the subcontracting expenditure and other

costs deriving directly from the requirements of the contract, as

described in article 14.2 of the General Conditions.

Managing

5. Other costs, services8

5.1 Publications9 Per item

5.2 Studies, research9 Per item

5.3 Expenditure verification/Audit Per service

5.4 Evaluation costs Per service

5.5 Translation, interpreters Per page/day

5.6 Financial services (bank guarantee costs etc.)

5.7 Costs of conferences/seminars9 Per event

5.8. Visibility actions10

Subtotal Other costs, services

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Other costs, services (I)

Group expenses according to event (e.g. seminar) or activity (e.g. printing of promotional materials or brochure) into joint budget line with sub lines.

5.1 Publications Unit Number

of units

Unit

price

Total

5.1.1 Preparing project

leaflet

5.1.1.1 Designing the leaflet contract 1 600 600

5.1.1.2 Printing the leaflet pcs 1000 1,5 1,500

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Other costs, services: Example 5. Other costs, services8

5.1 Publications9 0

5.2 Studies, research9 0

5.3 Auditing costs 0

5.4 Evaluation costs 0

5.5 Translation, interpreters 0

5.6 Financial services (bank guarantee costs etc.) 0

5.7 Costs of conferences/seminars 0

5.7.1. Seminar for Tourist Workers on XY (2x3 days for 30 persons

each)

5.7.1.1. Materials for participants Per pcs 7 60 420

5.7.1.3. Refreshments Per person 64 100 6400

5.8 Visibility actions

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Other costs, services (II) Example:

Publications – brochure about the project, printing the research results;

Studies, research – studies about specific theme, business plans, investment plans, market researches, etc.

Auditing costs – audit for projects above 100.000 €

Costs for seminars and conferences – room rental, rental of equipment, catering, printing, etc.

Visibility actions – press conference, posters, web page, promotional material, etc.

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Indirect costs (1)

(category 8)

This category is described in article 14.7 of the general Conditions and

it is intended to cover the administrative overheads incurred by the

beneficiary and partners.

Managing

Subtotal Other

7. Subtotal direct eligible costs of the Action (1-6)

8. Indirect costs (maximum 7% of 7, subtotal of direct eligible costs of

the Action)

9. Total eligible costs of the Action (7+ 8)

10. Provision for contingency reserve (maximum 5% of 7, subtotal of

direct eligible costs of the Action)

11. Total eligible costs (9+10)

12. - Taxes 11

- Contributions in kind 12

13. Total accepted11 costs of the Action (11+12)

Budget


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Indirect costs (2)

(category 8)

These costs are claimed as indirect costs and:

• They are calculated as a fixed rate of the total amount of direct eligible costs

(categories 1 to 6). Category 8 is also used in budget, but not in actual

expenditure, as explained in previous slide;

• The flat rate does not need to be supported by accounting documents;

• It is incompatible with the receipt of an operating grant from EC by the

beneficiary or partners, that is, if the beneficiary or partner is receiving a grant

to finance its “regular operating costs”, no additional administrative costs can

be accepted as eligible, as it would be double funding.

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Contingency reserve (Art. 14.6 GC)

(category 10)

• The contingency reserve (no more than 5% of the eligible direct costs) can only be used in

case of unforeseeable circumstances and with prior approval by the CA.

• The request for its use has to indicate which categories of expenditure (1 to 6) will need

extra resources.

• Cannot be used for correcting mistakes in project design.

• The reallocation will be shown in the financial report and no accounting entries will be found

under this category:

Managing

Addenda or use of contingencies

Contract No

Implementation period of the contract (dd/mm/yyyy-dd/mm/yyyy)

Budget as per contract/last addendum

signed

Use of

contingencies/

addenda

Budget as per new addendum signed

(Only to be completed when an amendment is necessary)

Expenditures Unit # Units

Unit value

(in EUR)

Total Cost

(in EUR) Unit # Units

Unit

value

(in EUR)

Total Cost

(in EUR)

(a) (b) (a)*(b) (a) (b) (a)*(b)

1. Human Resources

1.1 Salaries (gross salaries including social security charges

and other related costs, local staff)

1.1.1 Technical Per month Per month

1.1.2 Administrative/support staff Per month Per month

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• debts and provisions for losses or debts;

• interest owed;

• items financed by another framework;

• purchases of land or buildings (except..);

• currency exchange losses;

• taxes, including VAT (unless..);

• credits to third parties;

• Contributions in kind .

Art. 14.9 GC

Non-eligible costs

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Project Finances - Advise

Consult also with your auditors early in project about

project financial administration, eligibility of costs, financial

reporting. In this way you can avoid unpleasant surprises

at the end of the project.

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Budget: Table 2

JUSTIFICATION OF THE BUDGET

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Justification of budget headings

Copy 1st column from table 1(Expenses)

Two explanations:

The need for this expense and link with activity

Estimation of cost

Be clear and explicit; “market research” or “usual price” is not enough.

Obtained price lists and name companies who provided them . Keep in mind that in the case of procurement of goods, you might need these prices lists.

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Budget: Table 3

SOURCES OF FUNDING

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Sources of funding:

Financial contribution of the Applicant;

Financial contribution of the European Commission requested in the application;

Contribution (also) of other European Institutions or Member States;

Contribution of other organisations;

Total contributions.

Sources of funding

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Sources of funding

All partners’ contributions should be recorded in Applicant’s financial contribution.

If more partners are contributing, please enter the amount and % for each.

In the column Percentage of total use % and if it is necessary, two decimals.

Budget

Government & Nonprofit

4_Activity schedule and budget