How to write the full application to the EU_info session on 23 july 2014 in kiev

Funded by European Union

Introduction What is project Logical Frmwrk Schedule Budget Stakeholders Partnership Procurement Services M&E Reporting Visibility

Seminar on Project Preparation

How to write effective EU project proposals: Introduction to Full application preparation.

Application Package for Applicants. Common mistakes.

Natasa Gospodjinacki

Kiev, 23rd July 2014



2

General introduction

§  Programme (Full application form, stakeholders analysis and partnerships, Logical Framework, budgeting, procurement, monitoring, evaluation and audit, reporting and visibility)

§  Approach (presentation);

§  Questions.

Introduction



Objectives Today we will: •  Provide a general overview of application for a grant funded

by the European Union and will illustrate some common mistakes;

•  Explore modality of Logical Framework approach and go through necessary analysis of it;

•  Highlight important parts of resource scheduling and budgeting;

•  Illustrate EuropeAid contractual and financial procedures; •  Show the link between LFA approach and Application Form

and will also talk about Monitoring and evaluation and Reporting and Visibility.

.

Introduction



Disclaimer

The findings, conclusions, and interpretations expressed are those of the authors alone and should in no way be taken to reflect the policies or opinions of the European Commission. Legal rights and obligations of the grant beneficiary vis-à-vis the Contracting Authority are contained in the contract, including its General and Special conditions, as well as all other annexes. Guidance presented is for information purposes only.

Introduction



What happens next: •  Prepare and submit a Full application; •  If FA is Rejected: Letter from the EU (you are entitled to ask for

explanations); •  If FA is Accepted: Eligibility checks: the documents that will be checked for

the eligibility are listed in the Guidelines; •  EU will undertake a contract procedure; •  Reserve list created.

Introduction

Your organisation is invited to submit a Full Application (FA), congratulations!



CfP EVALUATION Step 1: Opening & administrative checks and Concept Note evaluation (using CN evaluation grid from the Guidelines) - DONE

Step 2: Evaluation of the Full Application (using FA evaluation grid from the Guidelines);

Step 3: Verification of eligibility of applicant , co- applicant and affiliated entities (sending required supporting documents).

Introduction



•  GENERAL INFORMATION

•  THE ACTION

Description of the Action (The evaluation committee will refer to information provided in the Concept Note as regards objectives and the relevance of the action.) - Description, Methodology , Duration and indicative action plan for implementing the action, Sustainability of the action

•  Logical Framework

•  BUDGET, amount requested from the Contracting Authority and other expected sources of funding, Applicant’s experience ;Co-applicant(s)'s experience (if applicable), Affiliated entity(ies) experience (if applicable)

•  THE APPLICANT

Identity, Profile, Category, Sector(s), Target group(s), Capacity to manage and implement actions, Experience by sector, Experience by geographical area, Cross-reference of experience by sector and by geographical area;

Resources (Financial data, Financing Source(s), Number of staff (full-time equivalent), List of the management board/committee of your organisation) the same for CO-APPLICANT(S), AFFILIATED ENTITY(ies) participating in the action, ASSOCIATES OF THE APPLICANT participating in the action

•  Check list and statements (Signed Mandate by Co-Applicant(s), Signed Declaration by the Applicant)

•  PADOR registration of applicant, co-applicant and for affiliated entities (if any) – (offline form, if applicable)

CfP GUIDELINES - Full Application

Introduction



Step 2: Evaluation of the Full Application

Section

Yes/No 1. Financial and operational capacity

1.1 Do the applicants and, if applicable, affiliated entity(ies) have sufficient experience of project management?

1.2 Do the applicant and, if applicable affiliated entity(ies) have sufficient technical expertise? (notably knowledge of the issues to be addressed.)

1.3 Do the applicant and, if applicable, affiliated entity(ies) have sufficient management capacity? (including staff, equipment and ability to handle the budget for the action)?

1.4 Does the applicant have stable and sufficient sources of finance?

2. Relevance of the action 30 Score transferred from the Concept Note evaluation

Make sure that your organisation (and partners) satisfies the legal status criteria and that it can demonstrate a track record working in the sector. Does your organisation has sufficient resources to implement the project and the appropriate management capacity and professional competence.

Introduction




Section

Max Score

3. Effectiveness and feasibility of the action

20 3.1 Are the activities proposed appropriate, practical, and consistent

with the objectives and expected results? 5

3.2 Is the action plan clear and feasible? 5 3.3 Does the proposal contain objectively verifiable indicators for

the outcome of the action? Is any evaluation foreseen? 5

3.4 Is the co-applicant(s)' level of involvement and participation

in the action satisfactory? 5

Introduction




Section

Max Score

4. Sustainability of the action 15 4.1 Is the action likely to have a tangible impact on its target groups? 5 4.2 Is the proposal likely to have multiplier effects? (Including scope for

replication, extension of the outcome of the action and information sharing.)

5

4.3 Are the expected results of the proposed action sustainable: - financially (how will the activities be financed after the funding ends?) - institutionally (will structures allowing the activities to continue be in

place at the end of the action? Will there be local “ownership” of the results of the action?)

- at policy level (where applicable) (what will be the structural impact of the action — e.g. will it lead to improved legislation, codes of conduct, methods, etc?)

- environmentally (if applicable) (will the action have a negative/positive environmental impact?)

5

Introduction




Section

Max Score

5. Budget and cost-effectiveness of the action

15

5.1 Are the activities appropriately reflected in the budget? 5x2*

5.2 Is the ratio between the estimated costs and the expected results

satisfactory?

5

Maximum total score

80

Introduction



Step 3: Verification of Eligibility

There are four elements of your application which must meet eligibility criteria, before the application will be considered:

•  eligibility of applicants; •  co-applicants and eligibility of co-applicants; •  eligible actions - actions for which an application may be made; •  eligibility of costs - costs which may be taken into consideration for the grant. Applicants that have been provisionally selected for funding will be asked to provide (Refer to Guidelines 2.4, list of supporting documents): •  Statues or articles of association, law documents; •  External audit report if grant >€750,000; •  Copy of latest accounts; •  Legal Entity Sheet (original); •  Financial Identification Form (original).

USE PADOR !

Introduction



What is a project?

„A project is a temporary endeavor undertaken to create a unique outcome or result at pre-

specified time using predetermined resources.“

What is project



A successful project… Is much more than •  an idea that successfully passes the selection process; •  having reached:

– the defined objectives; – within the defined time; – not exceeding the defined budget!

This is self-understanding but not enough! •  The Task Manager from the CA and many other people have to be able to

account for the project! •  You have to prove that rules and regulations have been respected!

What is project



Project management skills need to be applied already at the application stage

„Project management is the application of knowledge, skills, tools, and techniques to manage project activities from

start to finish with a goal of meeting project requirements.”

Introduction What is project



Project implementation: main phases




Why projects fail?

What is project



Why projects fail? Ø  The goal of the project is not defined properly; Ø  Lack of change management (changes to project are not controlled);

Ø  Poor or non-existent planning - a solid plan is one of the key steps of the effective project management;

Ø  The project is not resourced as planned - resources were not available at the time, or were not booked in advance;

Ø  Lack of coordination of activities - the project is not led properly; Ø  The project reporting is inadequate or does not exist - quality criteria is not

defined or measured;

Ø  Lack of ownership - It is not clear who is responsible for the project outcome- the progress is not monitored and controlled properly.

What is project



Why projects fail? -Key challenges The team challenge •  diversity of institutions involved, but also diversity of people; A group of professionals with different expertise, experience, age, status, etc., who may work together for the first time must be transformed into a performing team which is capable of delivering results under high pressure of time).

The administrative challenge •  Rather rigid administrative requirements; •  Very detailed content, technical and financial planning at application

stage; •  Obligation to comply with the original project plan (on which the

funding agreement is based);

The impact challenge •  expected to have an impact not only on the project and its immediate

environment, but on the larger sector concerned;

What is project



How can you ensure the achievement of the project

objectives and therefore its success?

By complying with the commitments described in your approved project proposal, while at the same time respecting all the requirements that are taking care of the project cornerstones.

What is project



…but also with effective team work

Between stakeholders & within work units by:

•  Understanding of different perspectives and needs;

•  Respect for, and effective use of, different knowledge and skills; •  Clarification of stakeholder and team member responsibilities; •  Clear and timely communication and decision making.

What is project



BEFORE YOU START

Take Into Account…

•  …that the evaluators are the first target group for your proposal Bear in mind that the evaluators are the persons who will read and assess your application. Although carefully selected, they have different backgrounds and may not be specialists on the topic of your proposal. So, put yourself in the evaluators’ shoes: despite the fact that everything in your proposal may be obvious to you as an author, it is not necessarily so for the evaluators, who will see only the information you provide! Stay clear and simple. Communication technique is crucial for this as for any other business.




BEFORE YOU START

•  …that the evaluation will not be carried out under ‘luxury’ conditions Evaluators have to work their way through a large number of proposals under strong time pressure. They will hardly have the time to read your proposal more than once – so make sure that this one reading is enough for them understand it!

•  …that the evaluators have to make their choice among many excellent proposals

A Call for Proposals and its evaluation is a competitive process. Due to a limited amount of funding available, only the best 15 – 25% will be selected at the end. This does not mean that the remaining 75% are poor proposals – they are just less good or their topics are less attractive (e.g. smaller impact on society in qualitative and quantitative terms). Therefore, you cannot afford any weaknesses in your proposal: ALL parts of it must be of excellent quality!




BEFORE YOU START - Grant Rules Non-cumulation: No single beneficiary may receive more than one grant financed by the European Community or EDF for a given action.

Non-retroactivity: Grants may, as a rule, only cover costs incurred after the date on which the grant contract is signed.

Non-profit: Grants may not have the purpose or effect of producing a profit for the beneficiary.

Co-financing: Grants may not as a rule finance the entire cost of the action.

What is project



25

• READ THE GUIDELINES AND ALL THE RELEVANT DOCUMENTS!!! • Check the website of the EU Delegation periodically (e.g. if any corrigendum) • Register your organization, co-applicant and affiliated entities in PADOR (on line) • Prepare a project proposal which is really relevant to objectives/priorities • Be SMART (Specific, Measurable, Achievable, Relevant and Time- based) • Establish strong partnerships (Applicant – Co-applicant – Affiliated entity -

Associates,…)

BEFORE YOU START - general

Reporting

What is project



BEFORE YOU START – Actors and types of involvement in the project

What is project

Applicant

Co-‐Applicant

Affiliated entities

It presents the project, it is responsible for it, it coordinates the project, it is direct beneficiary for funding, it must be eligible and registered in PADOR It coordinates one or more activities, it is member of the management board, it receives funds, it must be eligible and registered in PADOR They are involved in the implementation of some activities, their costs are eligible, they must be eligible and registered in PADOR

Subcontractors They provide consultancy, expertise or other paid services

Associates They contribute to the project without receiving money (except for per diem – travel costs)

They benefit from the information, products and services

Other associates: network, local

Target groups

Beneficiaries

provided by the project They benefit from the project results

authorities, media, etc.

Supporting actors They lavish or mainstream information about the project (decision and policy makers)



BEFORE YOU START – Analysis (1)

Make a thorough analysis of the background of your project

•  This analysis will lay the foundation for the action you propose. •  It must identify the essential problem areas, define target groups and

stakeholders, as well as links and complementarities with other initiatives in such a way that the activities you plan to undertake and the solutions you propose follow logically from the analysis.

•  If you start the preparation of your proposal with the Logical Framework, you will automatically be performing this background analysis.

Identify clear objectives, methods, results

•  Show that you have a clear idea of your project; that you know exactly what to do, how to do it and why. Again, the Logical Framework Analysis will help you structure your ideas and check their logic.




BEFORE YOU START – Analysis (2)

Develop a well-structured work plan •  Show in your work plan (for the implementation of your project) that you have a

realistic view of the sequence and timing of the activities to be undertaken, the inputs required at each point and the results you expect to achieve;

•  Be honest about possible constraints and make appropriate provisions for them in the work plan.

•  Pay special attention to sequence of actions in cases where there is sub-contracting involved. (PRAG or national procedures might take up to 6 months! Imagine what implications this might have on the implementation if not planned for properly.




BEFORE YOU START - Budget Calculate a realistic budget •  The budgeted project costs must be reasonable and realistic.

In many of the applications received, requested EC contribution were practically on the upper grant limit, creating the impression that this figure was taken as the starting point in formulating the project and then filled with activities to justify the amount. It is unlikely that this approach will lead to an optimally designed project. When you prepare the budget, it is more logical to start from realistic considerations regarding the activities needed to successfully carry out the action and then translate them into cost. Avoid the impression that your budget was ‘artificially inflated’ in order to obtain the maximum possible grant!




BEFORE YOU START – Text (1) Have a clear text structure •  The text of your proposal must be clear, concise and easy to read. •  It should have precise headings and sub-headings. Use short paragraphs. •  The information should be limited to what is essential for describing your

proposed action and should show a logical sequence. •  Avoid redundancies and do not use acronyms without explanation. •  In case writing is done by different partners make sure that one person is

responsible for doing the last check of the completeness of the application and its compliance with all the provisions of the Call for Proposals.




BEFORE YOU START – Text (2)

Use good quality language - ‘Short and sweet’ is a magic formula.

•  It is implied that the use of good ‘standard’ English, or any other language if

procedure allows for this in the Call for Proposals, is an asset for your application.

•  A proposal must not be formulated in a sophisticated way, but it should be easy to read and – more important – to understand.

•  Apart from having to provide all relevant information in the best possible way, you also need to charm the evaluators, as well as not to waste their time with too many pages or force them to look up words in the dictionary.




BEFORE YOU START – Title and rules

Find a good title for your project •  The title of your project should be concise and self-explanatory in view of the

proposed action; •  Title of the project must be short and clear (around 5-8 words), easy to

remember; •  Title should reflect objective of the project; •  Give the title after the project proposal is finished, unless it comes up while

writing the proposal. Strictly follow the rules and provisions of the Call for Proposals •  In filling out the Application Form, strictly respect the rules as explained in the

Guidelines for Applicants. •  Do not leave out or add any chapters, or change their sequence. •  Respect the limitations to a certain number of pages that are indicated for

most of sections.




BEFORE YOU START - Terminology Be clear about the roles of the different stakeholders and the EU terminology: •  Contracting Authority

–  Centralised Management –  Decentralised Management ( EC or EUD / CFCU)

•  Beneficiary Institutions •  Grant Beneficiary •  Target Group •  Final Beneficiary

What is project



Major reasons for rejection of Application

The application arrived after the deadline •  Respect the deadline. Rejection of late proposals is automatic and there will be no

exceptions!

•  Once the launching date of Call for Proposal is known, prepare a work plan for the completion of your proposal, where you list the essential activities to be undertaken and the milestones to be achieved against a time schedule.

•  Do not forget that printing and compiling stacks (and double checking printed copies) of paper take at least a day or two, or that it takes some time to deliver these. If you are even a minute past the deadline, your proposal will be automatically rejected with 100% certainty.

60-90 days seems a lot of time, but be sure this feeling will change once you will be preparing your proposal.




Major reasons for rejection of Application

The application failed to pass the administrative check

•  The compulsory format of the Application Form was not respected;

•  Essential documents were missing (budget, logical framework, etc.); •  Partnership not eligible (no partners at all, not enough partners, etc.); •  Requested contribution exceeds the limit.




Common Application Errors Quality of the content

•  The relevance of the project (to needs and constraints of the country/region and to those of the target groups and final beneficiaries) is not convincing;

•  Proposal shows no clear relation to the objectives of the Programme;

•  The Description of the Action from Concept Notes is copy pasted and no additional information is provided;

•  Goals too ambitious and not reasonably substantiated by the proposed activities;

•  Objectives, methodology and results are insufficiently elaborated and explained;

•  Poor logic verification (internal logic, indicators, sources of verification);

•  Not well elaborated core Activities and not properly correlated;

•  Indicators are not quantifiable and measurable;




…but also •  Timeframe for the implementation is not realistic;

•  Target groups and Final beneficiaries are not well defined (too wide);

•  Sustainability and multiplier effect are not properly described;

•  Added value inexistent or poorly described;

•  The involvement of co-applicants and affiliated entities not well elaborated;

•  Poorly developed and not realistic budget ;

•  Lack of the internal logic and not clearly structured text ;

•  Use of ‘copy/paste’ method while writing the proposal; good final editing not ensured;

•  Ownership not ensured– you may be awarded a grant, but then lose it through poor implementation.




… but this is just the beginning

Stakeholder analysis and Partnerships

Logical framework approach: Problem analysis, analysis of strategy, intervention logic, indicators and sources of verification, assumptions and preconditions

Financial aspects – How to develop activity based budget, Scheduling, Procurement / sub-contracting.

Application form – link between LFA approach and Application Form, Monitoring and evaluation, Reporting and Visibility




Seminar on Project Preparation Stakeholder Analysis and Partnership

Volodymyr Sheyhus Kiev, 23rd July 2014



Stakeholder analysis - why?

Ø  Find out interests of all stakeholders in relation to project idea

Ø  Find out (potential) conflicts Ø  Assess the risks of implementation Ø  Verify your best options for partners Ø  Identify possibilities for cooperation Ø  Decide on the (levels of) involvement Ø  Create your plan

Stakeholders



Who are stakeholders?

Ø  Definition 1: persons, groups or institutions interested in planning and change

Ø  Definition 2: all of those on whose interestes will the project have pozitive or negative impact

Stakeholders



Types of stakeholders in a project

Ø  Partners

Ø  Target groups – all groups/individuals on which will the project have positive and direct effect at the level of its purpose

Ø  End users/final beneficiaries – all those indirectly benefiting from the project (e.g. families of employees)

Stakeholders



Group discussion

Ø  How did you identify stakeholders for your projects?

Ø  Name them. Stakeholders



Steps in the stakeholder analysis

Ø  Identify all stakeholders; Ø  Assess the how important is the project idea to the

stakeholder; Ø  Assess the influence a stakeholder can have on your

project; Ø  Place each stakeholder on the matrix of importance/

influence; Ø  Decide on the type of involvement the stakeholder will

have during the planning and implementation phases.

Stakeholders



Importance

Importance indicates the level under which will certain needs and interests of the stakeholder be during the planning and implementation phases. It can be either positive or negative.

Stakeholders



Assessing the importance of the stakeholder Ø  What problems are influencing what stakeholders and

whether or not the project will aim at solving them? Ø  To what stakeholders will the project give priority, in a

sense of satisfying their needs, interests and meeting their expectations?

Ø  Which interests of the stakeholders are jumping out most in relation to the policy and objectives of the project?

Ø  Which interests of the stakeholders are jumping out most in a negative way (as conflicts) in relation to the policy and objectives of the project?

Stakeholders



Influence

Influence is the power the stakeholder has during the planning and implementation phases.

Stakeholders



Assessing the influence of the stakeholders

Ø  What is the essence of the organisation/individual? Ø  What is their relationship to other stakeholders (e.g.

local self-government does have control over budgets)?

Ø  To what extent does the organisation/individual has informal influence (e.g. personal relations with leading politicians)?

Stakeholders



Importance - Influence

A. Big importance, Small influence

C. Small importance,

Small influence

B. Big importance,

Big influence

D. Small importance,

Big influence

INFLUENCE

IMPO

RANC

E

Small

Big

Big

Stakeholders



Importance - Influence

A. Special initiatives needed

for the protection of interests of stakeholders

C. Limited or no involvement

Low priority

B. Establishment of good

business relations needed (Potential partners)

D. Source of risks,

constant monitoring and management required

INFLUENCE

IMPO

RANC

E

Small

Big

Big

Stakeholders



Partnership Partnership



Deciding about your role in the consortium

For what parts of the workload your key competences, references and capacities are the best match ? Your role in the consortium or project initiative should be fully aligned with your strategic and development objectives, based on your strengths and opportunities otherwise if it’s outside of that scope it's unlikely that it will have the necessary impact.

Partnership



How to define partner's profiles

Looking at the workload ahead of you, your weakness and threats, describe the key competences and capacities of organization's that would complement the remaining workload. Do not forget findings of stakeholder analysis!

Partnership



Improved SME Competitiveness and Innovation Project

Yours… mine… theirs How can it be ours?

Partnership



Partnership

Partners should cooperate in at least one of the following ways (preferably all four): joint project development, joint implementation, joint staffing and joint financing.

Partnership should be complimentary, bringing different experiences and different experiences.

Aim of partnership is to jointly assess joint needs and to approach problem solving jointly.

It enables organised approach in solving bigger common problems without individual responsibility.

Partnership



Partnership

Structures responsible for programme management

P2

P1

P3

CO

Implementing and are responsible for their own

activities, reporting to Coordinator

Coordinating project activities and coordinating all partners, transferring funds to partners, reporting to Contracting Authority.

Partnership



Coordinator Coordinator should: Ø  Have very good communication and managerial skills; Ø  Has good financial and administrative capacities; Ø  Has a very good knowledge of the area; Ø  Has relevant contacts.

Suggestions: Ø  Chose bigger institutions for coordinators (it is harder for smaller

institutions to manage the project in terms of administrative, technical and financial capacities);

Ø  Partners should agree in early stages of project preparation on nominating the coordinator.

Partnership



How to find proper partners

Terms of partnership

Common needs

Commitment and trust

Specific knowledge and expertize

Resources (time, staff, finances)

„Successful partnership‟

Common objectives

Cooperation and team work

Sharing know-how and experience

Partnership



How can it succeed?

Ø  Create positive mission; Ø  Establish strong management and leadership; Ø  Establish clear rules and procedures; Ø  Create clear action plan; Ø  Recognize and respect partners and staff; Ø  Solve administrative barriers; Ø  Include community; Ø  Set objective targets and expectations.

Create projects jointly!

Partnership



Why do partnerships fail?

Partnership



Why do partnerships fail?

Ø  Existence of earlier conflicts between partners; Ø  One partner manipulates or dominates; Ø  Inexistence of clear needs/objectives; Ø  Unreal objectives/targets; Ø  Different philosophies and ways of work; Ø  Luck of communication; Ø  Absence of common interests for partnership; Ø  Absence of appropriate formal partnership agreement.

Partnership



Formalizing your partnership

Partnership



Overview §  What is covered by a ‘typical’ consortium agreement;

§  Model FP7 agreements may be used as guide;

§  Checklist for developing a consortium agreement;

§  Recommendations for project development stage.

Partnership



What is a consortium agreement (CA) •  The CA is an agreement made between participants to govern a

number of issues that will or may arise during the project. It may be applied to all the contractors participating in the project covered or not by the contract.

•  The Community is not a party to any CA and does not establish the terms and conditions of the CA but it issues guidelines for development.

•  In principle, the CA should be negotiated and signed before starting the project.

•  For example, a consortium agreement is required for all projects financed under FP7 except those exempted from this obligation by the call for proposals to which they have applied.

Partnership



What does the consortium agreement govern?

1. General Information on project; 2. Technical Provisions and the internal organisation of

the consortium; 3. Financial and Legal Provisions; 4. Management of Intellectual Property Rights; 5. The settlement of internal disputes.

Partnership



Draft Checklist for a consortium agreement

•  Non-binding guidance for FP7 projects;

•  Prepared by the Commission;

•  Highlights main issues – 11 parts;

•  Version 28/06/07 currently available is.europa.eu/pub/fp7/docs/checklist_en.pdf

Partnership



Project preparation stage

•  As mentioned earlier, the CA should in principle be negotiated and signed before starting the project;

•  Nevertheless, it is too early at the application stage;

•  Non Disclosure Agreement and a Memorandum of Understanding or Letter of Intent would suffice at this early stage.

Partnership



Non Disclosure Agreement (NDA)

•  A non-disclosure agreement (NDA), also known as a confidentiality agreement (CA), confidential disclosure agreement (CDA), proprietary information agreement (PIA), or secrecy agreement is a legal contract between at least two parties.

•  It outlines confidential material, knowledge, or information that the parties wish to share with one another for certain purposes, but wish to restrict access to or by third parties.

•  It is a contract through which the parties agree not to disclose information covered by the agreement.

Partnership



Non Disclosure Agreement (NDA)

•  An NDA creates a confidential relationship between the parties to protect any type of confidential and proprietary information or trade secrets.

•  As such, an NDA protects nonpublic business information.

•  For more visit:

Partnership



Letter of Intent (LoI) •  A letter of intent (LOI or LoI, and sometimes capitalized as Letter

of Intent in legal writing, but only when referring to a specific document under discussion) is a document outlining an agreement between two or more parties before the agreement is finalized.

•  LOIs resemble written contracts, but are usually not binding on the parties in their entirety.

•  Many LOIs, however, contain provisions that are binding, such as non-disclosure agreements, a covenant to negotiate in good faith.

•  A LOI may sometimes be interpreted by a court of law as binding the parties to it, if it too-closely resembles a formal contract.

Partnership



Memorandum of Understanding (MoU) •  A memorandum of understanding (MoU) is

a document describing a bilateral or multilateral agreement between parties.

•  It expresses a convergence of will between the parties, indicating an intended common line of action.

•  It is often used in cases where parties either do not imply a legal commitment or in situations where the parties cannot create a legally enforceable agreement.

•  It is a more formal alternative to a gentlemen’s agreement.

Partnership



Common mistakes •  Where something basic in the CA is not in line with the EC contract e.g.

conflict regarding publications, project trying to speed things up;

•  Unclear definitions e.g. ‘exceptional circumstances’;

•  Background knowledge;

•  Inform Commission as well as the other contractors if you decide not to protect knowledge;

•  Duration of access rights;

•  Use of results: refers to economic exploitation of the results and to their utilisation in further research activities;

•  Intellectual Properties Rights - www.iprhelpdesk.eu

Partnership



Seminar on Project Preparation Logical framework approach: Problem analysis, analysis of strategy,

intervention logic, indicators and sources of verification, assumptions and preconditions

Andriy Donets




HANDS-ON PROJECT CYCLE MANAGEMENT TOOLS

LOGICAL FRAMEWORK APPROACH

Project Cycle Management

Logical Frmwrk



Project Cycle Management

In 1992 the European Commission adopted “Project Cycle Management” (PCM) as its primary set of project design and management tools (based on the Logical Framework Approach)

Guidelines of March 2004 (last version)

http://ec.europa.eu/europeaid/multimedia/publications/publications/manuals-tools/t101_en.htm

Logical Frmwrk





Objectives of PCM

PCM aims to ensure that projects are:

R Relevant to the needs of partners and targeted beneficiaries;

R Feasible – technically, socially, economically;

R Effective and well-managed;

and therefore

R Able to deliver sustainable benefits.

Logical Frmwrk



Key points about LFA application

-  LFA is an aid to systematic and logical thinking; -  The process is as important as the product – who is involved

and how; -  LFA tools should be applied as part of an iterative process –

not a linear formula; -  The Logframe matrix (the product of the analysis) must be

open to review and revision; -  The LFA tools presented in this training are not ‘exclusive’ –

there are many other complementary tools;

Logical Frmwrk



Logframe and the evaluation criteria

Logical Frmwrk



Programme and Project Indicators The quest is not only to achieve goals indicated in any given project, but also to show how the implementation of the project is contributing to achievement to the programme purpose.

Logical Frmwrk



What is problem analysis? (EC PCM Guidelines art. 5.2.3)

Problem analysis identifies the negative aspects of an existing situation and establishes the ‘cause and effect’ relationships between the identified problems.

Logical Frmwrk



What is problem analysis? (EC PCM Guidelines art. 5.2.3)

Once complete, the problem tree represents a summary picture of the existing negative situation.

Logical Frmwrk



Steps in the problem analysis 1.  Definition of the framework and subject of

analysis; 2.  Identification of the major problems faced by

target groups and beneficiaries (What is/are the problem/s? Whose problems?); and

3.  Visualisation of the problems in form of a diagram, called a “problem tree” or “hierarchy of problems” to help analyse and clarify cause–effect relationships.

Logical Frmwrk



How to formulate the problems •  Real existing problems; •  Explain jargon and abbreviations; •  No broad terminology – e.g. “infrastructure”; •  Beware of the interpretation (“government is

lazy”); •  Beware of absence of solution (there is no

money, lack of population…); •  Respect opinion of others.

Logical Frmwrk



Example of problem tree

Riverine ecosystem under

serious threat, including declining fish stocks

Problem analysis – river pollution

Catch and income of fishing families in decline

High incidence of water borne diseases

and illnesses, particularly among poor families and

under 5s

River water quality is deteriorating

High levels of solid waste dumped into

river

Most households and factories discharge wastewater directly

into the river

Wastewater treated in plants does not

meet environmental standards

Polluters are not controlled

Environment Protection Agency

ineffective and closely aligned with

industry interests

Population not aware of the danger of waste dumping

No public information/education

programs available

Existing legal regulations are

inadequate to prevent direct discharge of

wastewater

Pollution has been a low political priority

40% of households

and 20% of businesses not connected to

sewerage network

Inadequate levels of capital investment and poor business

planning within Local Government

Logical Frmwrk



Analysis of objectives

Analysis of objectives is a methodological approach employed to: •  Describe the situation in the future once identified

problems have been remedied; •  Verify the hierarchy of objectives; and •  Illustrate the means-ends relationships in a

diagram.

Logical Frmwrk



Analysis of objectives

•  The ‘negative situations’ of the problem tree are converted into solutions, expressed as ‘positive achievements’.

•  For example, ‘river water quality is deteriorating’ is converted into ‘quality of river water is improved’.

•  This diagram aims to provide a clear overview of the desired future situation.

Logical Frmwrk



Example of objective tree Objective tree – river pollution

Catch and income of

fishing families is stabilised or increased

Threat to the riverine ecosystem is reduced, and fish stocks are increased

Incidence of water borne diseases and illnesses is reduced, particularly among poor families and

under 5s

River water quality is improved

The quantity of solid waste dumped into the river is reduced

No. of households and factories discharging

wastewater directly into the river is reduced

Wastewater treatment meets

environmental standards

Polluters are effectively controlled

Environment Protection Agency is effective and more

responsive to a broad range of stakeholder

interests

Population more aware of the danger of waste dumping

Public information/education programs established

New legal regulations are established which

are effective in preventing direct

discharge of wastewater

Pollution

management is given a higher political

priority

Increased % of households and businesses are connected to

sewerage network Increased

capital investment

Improved business planning within Local Government is established, including cost

recovery mechanisms

Logical Frmwrk



Analysis of strategy

Overall Objective

Project Purpose

Results

Activities

Logical Frmwrk




•  Identify clusters/group of objectives;

•  Chose the frame of project intervention.

Logical Frmwrk




Key criteria for strategy selection could include: •  Expected contribution to key policy objectives,

such as poverty reduction or economic integration; •  Benefits to target groups – including women and

men, young and old, disabled and able, etc. •  Complementarity with other ongoing or planned

programmes or projects.

Logical Frmwrk




•  Capital and operating cost implications, and local ability to meet recurrent costs;

•  Financial and economic cost-benefit;

•  Contribution to institutional capacity building;

•  Technical feasibility;

•  Environmental impact.

Logical Frmwrk



Steps in formulation of intervention logic

•  Define Project Purpose – so it points to central problem;

•  Define Overall Objective to which Project Purpose is contributing;

•  Which Results are needed to achieve Project Purpose?

•  What do project and its stakeholders need to do in order to achieve the Results?

Logical Frmwrk



Intervention logic Overall

Objective

Activities

Results

Project Purpose

Importance of the project for the society. We are looking at the perspective of final beneficiaries.

What activities will be carried out in order to achieve the results.

Why does our target group need the project. Central problem.

What tangible output will be achieved with the project (products, services).

Logical Frmwrk



Improved SME Competitiveness and Innovation Project

OBJECTIVELY VERIFIABLE INDICATORS Logical Frmwrk



Logical Framework OVI

Overall Objective Project

Purpose

Results

Costs

Preconditions

SOV Assumptions

Activities Means

Logical Frmwrk



Definition of indicators European Commission defines indicator as:

“description of project targets in a sense of quality, quantity, target group, time and place”

Logical Frmwrk



According to OECD/DAC, indicator is:

“Qualitative and quantitative factor or variable which allows for reliable way of measuring achievements and change caused

by the intervention”

Definition of indicators

Logical Frmwrk



Quantitative and qualitative indicators

Quantitative indicators Ø  Measurable change Ø  Number Ø  Frequency Ø  Exchange Ø  Deviation

Qualitative indicators Ø  Attitude Ø  Behaviour Ø  Skills Ø  Perception Ø  Quality of life Ø  Level of understanding Ø  Level of improvement

Logical Frmwrk



SMART (Indicators) Specific Simple and significant

Measurable Quantitative or Qualitative Available Within reasonable cost

Relevant In line with the needs

Time bound Within certain period of time

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Indicators - Example Ø  Result: Improved recreational infrastructure of cycling

lanes: Ø  Indicator (specific): ü  15km of renewed lanes (measurable) ü  ... Leading from point A to point B (location – relevant) ü  ... Until month x of year xxxx (time bound) Importantly, indicator is available: possible to simply check it from the project reports and those of construction company (additionally pictures can be used).

Logical Frmwrk





Purpose

Results

Costs

Preconditions

SOV Assumptions

Activities Means

Logical Frmwrk



Sources of Verification

ü  Internal ü  External

They have to be: ü  Available ü  Reliable ü  Cost effective

Logical Frmwrk





Purpose

Results

Costs

Preconditions

SOV Assumptions

Activities Means

Logical Frmwrk



Definition - Assumptions •  Assumptions are external factors that have the

potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers.

•  They are the answer to the question: “What external factors may impact on project implementation and the long-term sustainability of benefits, but are outside project management’s control?”

•  The assumptions are part of the vertical logic in the logframe.

Logical Frmwrk



Definition - Preconditions

Precondition is an external factor that has to be achieved in order for having sense in commencing the project.

Logical Frmwrk



External Factors

Preconditions

Logika Intervencije Predpostavke

Activities

Results

Assumptions

Project Purpose

Assumptions

Overall Objective(s)

Assumptions Logical Frmwrk



Assessment of external factors Is the external factor important?

Yes No Do not include in the logframe matrix

Is it probable for it to be achieved?

(e.g. through another project) Almost certainly

Probably

Not likely

Do not include in the logframe matrix

Include in the matrix as an assumption

Yes Redesign the project Add activities, change results, modify the purpose

No Assumption is a “killer” assumption.

Technically speaking the project is not feasible.

Is it possible to redesign the project so not to be influenced by the external factor?

Logical Frmwrk



Assumptions, Risks and Preconditions

Ø  Risks: Ø  Insufficient number of

bidders Ø  Works will be late due to

bad weather conditions

Ø  Assumptions: Ø  Sufficient number of

bidders will apply Ø  Weather conditions will

allow for timely implementation of works

Ø  Precondition: Ø  Obtaining permits to commence works Ø  Law regulating health protection on force by xx/yy/zzzz

Logical Frmwrk



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



Activity Schedule

Schedule



Seminar on Project Preparation

Link between LFA approach and Application Form





113

Once you have a robust logframe, supported by various data that you have collected and analysed, the process of completing the full grant application form should be quite straight forward. It is of paramount importance that any CSO wishing to make a Grant Application must absolutely follow every detail of the Call for Proposals documents. This means that you MUST: •  �read ALL the details in the Guidelines and accompanying documents;

•  �complete EVERY SECTION of the Application Form, following the guidelines carefully. For example, if the guidelines suggest that one particular section should only be a maximum of 3 pages, do not exceed 3 pages!;

•  �carefully follow the instructions regarding deadlines and how to make the application. If the deadline is missed or if your application documents are not complete, your application will not be considered.

Connecting the LFA with FA

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The first part of the Grant Application Form (Part B) covers the other aspects pertaining to the Action, such as the feasibility analysis, strategy and sustainability of the intervention. The first part (part 2) describes the Action in the following parts:

1. General information •  It mainly includes reference to the CfPs, title of the Action, location, and other call-specific

information. •  It is suggested to fill in this part at the end, after having completed the other sections. Include

the country of operation in the title.

2. The Action (from 2.1. to 2.4) Description of the Action and its effectiveness (2.1.1) •  Elaborate of the expected results of the Action and the indicators used to monitor

achievement, making reference to the overall objective(s) and specific objective of your Action;

•  Elaborate on the activities to be undertaken to reach the expected results, specifying the implementing body responsible for each activity or work programme;

•  Indicate how the action will improve the situation of the beneficiaries.

Introduction

Full Application Form



Methodology (2.1.2) •  It includes coordination, monitoring and role of partners; •  Complete this section once the problem analysis has been carried out and the logframe matrix has

been taken shape; •  Elaborate on the most salient methodological aspects one by one and explain why you chose a certain

methodology among others; •  It is always good to show how the action proposed is linked to the work done previously by the

applicant organisation or implementing partners; •  Show how your project proposal fits with the development strategy of the region/country of

implementation; •  State and show how your organisation will participate to in country coordination of development aid

intervention and how your action will eventually integrate and support (and not duplicate!) other organisations' efforts;

•  Include general information about the monitoring and evaluation system you will put in place; •  Be sure to highlight the main elements and draw on the findings and conclusion of the stakeholder

analysis you conducted; •  Provide a short description of the management team in charge for the project, by providing details on

the resources that will be used; •  Include the communication and visibility plan you have budgeted.

Introduction

Full Application Form (2)



Duration and indicative plan (2.1.3) •  Always insert the project duration in months and not years (e.g. 36 months,

instead of 3 years). •  Use the action plan format as you find it, caring not to modify it too much while

adapting it to your necessities; •  It is suggested to clearly identify milestones and show the points of your project

action plan where the end of a specific activity may have an impact (dependency) on the start/completion of another one. Activities on this critical path shall be monitored carefully and cannot be delayed or the whole project will be delayed, unless the loss of time can be offset somewhere else later on the action plan.

Introduction




Sustainability (2.1.4) •  Link pre-conditions and assumptions to your project objectives and envisaged

results; •  Provide elements (quantified data) for the impact that your Action will have at

technical, economic, social and policy levels; •  Include a sound risk analysis with foreseen mitigation measures; •  Describe potential multiplier effects and any dissemination plan foreseen to

ensure the project's flow of benefits; •  Explain how sustainability will secured after completion of the action: financing

follow-up activities, sources of revenue for covering all future maintenance costs, general services realised/reinforced, creation of community networks

Introduction




Link the narrative description of the Application Form with the information in the logframe and budget, caring of using the same terminology and cross-checking the totals wherever resources and costs are quantified. The rest of the Full Application Form (Part B) concerns the description and experience of the applicant, co-applicant, affiliated entity(ies) if any. As a major requirement, the applicant should demonstrate its capacity to manage and implement actions. Please note that where registration in PADOR is mandatory the applicant will not have to fill in section 3.2 (Profile) and 3.3 (Capacity to manager and implement actions) as this information is already contained in PADOR.

Introduction




•  Logical Framework

•  Budget, amount requested from the Contracting Authority and other expected sources of funding

If the action is implemented in partnership with other organisations, the following information should be provided for co-applicant(s), affiliated entity(ies) together with its main legal credentials:

•  experience of similar actions, in relation to the role in the implementation of the proposed

action; •  history of cooperation with the applicant; •  role and involvement in preparing the proposed action; •  role and involvement in implementing the proposed action. •  A partnership statement must be undersigned with each implementing partner.

Introduction

Full Application (6)



•  Check list and statements (Signed Mandate by Co-Applicant(s), Signed Declaration by the Applicant)

•  PADOR registration of applicant, co-applicant and for affiliated entities (if any) – (offline form, if applicable)

Introduction

Full Application (7)



Quality elements of a proposal (1)

Relevance: proposals meets priorities and needs •  Good problems analysis, possible solutions and high level of consistency with the needs •  Key stakeholders, target groups, beneficiaries clearly identified •  Problem needs and priorities of target groups properly addressed

Feasibility of the project design: •  Project intervention logic (e.g. overall objective, specific objective, results) •  Costs/benefits of the project resources assessed and clearly incorporated in the project •  Work plan (activities) clear and logical - address clearly identified needs •  Monitoring and evaluations assessed and incorporated in the project design •  Assumptions & risks assessed and appropriate risk management strategy incorporated in the

project design

Efficiency: how resources are converted into results Effectiveness: activity results compared to the energy spent to develop it Sustainability: continuity of the benefits produced by the intervention

What is project



Quality elements of a proposal (2) Collect as much information as you can about the problem your organisation

is intending to address. The information must be valid and credible. You can use official reports and publications, academic research papers, newspaper articles, and collect your own data through interviews and surveys and other research techniques;

Use tools such as ‘the problem tree’ and ‘objective tree’ to analyse the problem and identify what is actually feasible given the size and nature of the problem, the capacity of your organisation, and the context of the problem. You also need to ensure that both your organisation and the community which it serves agree that the problem is a priority to be addressed. If no-one else agrees it is a priority, you will find it difficult to implement a project;

Actions should be designed to produce specific, measurable results in response to identified problems;

What is project



Quality elements of a proposal (3) Conduct a stakeholder analysis and gather the opinions and advice of as many

stakeholders and potential partners as you can. The more allies you have for the design and implementation of your project, the stronger your proposal will be;

Ensure that your project preparation takes into consideration any special needs and responds appropriately to challenges related to any forms of discrimination or environmental impact issues. Remember that in many Calls for Proposals, there are specific criteria related to actions involving gender, environmental, and ethnic minority issues.

What is project



Quality elements of a proposal (4) Keep it brief, simple and clear;

Explain how your project complements or builds on other ongoing initiatives;

Be realistic! Especially regarding: •  Commitment of key stakeholders; •  Expected results within timeframe; •  Ability to influence problem dynamics; •  The influence and capacity of the applicant, co-applicant(s) and

target group(s).

Focus on impact : • Explain concrete benefits and expected impact of the project, not just

activities;

What is project



125

Emphasize your experience. Mention your previous experience with the proposed activities. If this is the first time you’ll be undertaking such an activity, explain with concrete steps how you’ll manage the activity in order to show the Evaluator/Assessor how you’ll overcome your lack of experience and whether you can establish a balance between your institutional strengths and weaknesses; ��Involve your partners. Partners are not just for meeting the pre-conditions of a CfP. They’re a part of this process to bring different experiences and knowledge to the table and they should add a substantial value to the proposed project. Explain how they will reinforce your proposed action and how they have already contributed.

More tips from the experts:

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126

Identify your activities carefully. An experienced Evaluator/Assessor can tell whether the project is proposed so as to obtain finance for a certain activity, like financing a festival or study tour, rather than achieving the proposed objective. Correlate your activities with each need and explain how you will meet the needs and thus reach your project objectives clearly. The activities must serve as a way of achieving the project’s goals, not the other way around; Pay more attention to monitoring and evaluation. Show the Evaluator/Assessor that you have already thought about and planned the monitoring and evaluation tools that you’ll use during project implementation; �� Give a strong argument on sustainability. Show the Evaluator/Assessor that you have already given considerable thought about how you will ensure the sustainability of your action. Make your argument realistic and do make it dependent on external factors, but within your responsibility and capacity.

More tips from the experts (2):

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127

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BEFORE SENDING YOUR PROPOSAL, PLEASE CHECK THAT EACH OF THE FOLLOWING CRITERIA HAVE BEEN MET IN FULL AND TICK THEM OFF

Tick the items off below

Title of the Proposal: <indicate the title> Yes No

PART 1 (ADMINISTRATIVE) 1. The correct grant application form has been used.

2. The Declaration by the Applicant has been filled in and signed.

3. The proposal is typed and is in English. 4. One original and 2 copy(ies) are included

5. An electronic version of the proposal (CD-Rom) is enclosed

6. Each co-applicant has completed and signed the mandate and the mandate is included.

7. Each affiliated entity(ies) has completed and signed an affiliated entity(ies)'s statement and the statements are included.

8. The budget is enclosed, in balance, presented in the format requested, and stated in EUR.

9. The logical framework has been completed and is enclosed.

PART 2 (ELIGIBILITY) 10. The duration of the action is between 24 and 48 months (the minimum and maximum

allowed).

11. The requested contribution is between 500.000 EURO and 1.000.000 EURO (the minimum and maximum allowed).

12. The requested contribution is between 50 % and 90% of the estimated total eligible costs (minimum and maximum percentage allowed).

13. The total amount of financing requested on the basis of simplified cost options does not exceed EUR <60 000 /threshold in 2.1.4 of Guidelines> per each applicant.

14. The requested contribution has not been changed by more than 20 % compared to the amount requested at the concept note stage.



128

•  Strictly follow provided format; •  Hand written AFs will be rejected; •  No supplementary annexes are to be sent; •  Mark envelopes properly as per GfA. •  Only hand delivered or posted AFs accepted;

GOOD LUCK!

…and also

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Seminar on Project Preparation Monitoring and evaluation

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Monitoring Evaluation Audit

What are the definitions of:

M&E



Definitions MONITORING = an implementing tool for a systematic on-going analysis of project implementation to check progress in order to take remedial action and update work plans; EVALUATION = an assessment of on-going and completed projects, programmes and policies, as regards their design, implementation and results; AUDIT = an assessment of legality and regularity of project expenditure (and income) whether project funds have been used efficiently and economically “sound financial management”.

M&E



Monitoring and evaluation framework

M&E



Definition

§  On-going - day by day - analysis of project implementation;

§  Monitoring is about comparing what was originally planned with what actually happens;

§  Systematic and continuous collection, analysis and use of management information to verify the project implementation.

M&E



Why monitoring? §  to support effective decision-making; §  to check progress in order to take remedial action and

update work plans; §  to highlight strengths and weaknesses in project

implementation; §  helps to deal with problems, to improve performance, to

build on successes and to adapt to changing circumstances.

Practical tools for monitoring: Logframe, implementation / work plans.

Definition (2)

M&E



Monitoring progress Internal Monitoring

§  Update Logframe (when necessary); §  Identify outputs/outcomes per activity; §  Check progress against Work Plan and Logframe; §  Monitor project finances (on monthly basis, use income and

expenditure sheet); External monitoring

§  Phone “interviews”; §  Monitoring visits.

M&E



Monitoring provides for an “early warning system”, which allows for timely and appropriate intervention if a project is not adhering to the initial plan. A preventive approach is needed when planning an intervention. This means at least:

•  planning activities at feasibility stage; •  planning administrative monitoring (applications of rules); •  planning operative monitoring (indicators).

Key preparatory steps of an internal monitoring system include: •  filling out the Logical Framework Matrix identifying indicators and

sources of verification; •  organising a system for data collection and analysis.

Internal Monitoring

M&E



During implementation, the Grant Beneficiary should keep an eye on the following aspects: •  eligibility of costs; •  compliance with procurement rules, including rules of origin

and nationality; •  correct use of contingency reserve (pre-via request to the

Contracting Authority); •  correct use of administrative costs; •  eligibility of in-kind contributions if used, availability of other

sources of funding.

Internal Monitoring (2)

M&E



Drawing an internal monitoring planning worksheet might help keeping records of the project progress in terms of: •  Expenditure; •  resource use; •  implementation of activities; •  delivery of results.

Similarly, management of risks should be constantly and closely monitored.


M&E



The column Assumptions & Risks of the Logical Framework Matrix should be completed carefully, making sure that Assumptions respond to the question:

“What external factors are not influenced by the operation, but may affect its implementation and achievement of objectives?”.

It is important to monitor this ‘external’ environment to identify whether or not the assumptions that have already been made are likely to hold true; what new risks are likely to emerge; and what actions to take in order to manage or mitigate these risks wherever possible.


M&E



Ø  Foresee the human and material resources - and the correlated costs - necessary for carrying out internal monitoring before submitting the proposal!.

Ø  Do not underestimate time which needs to be devoted to a proper internal monitoring otherwise you’ll be risking to provoke excessive workload and decrease of monitoring efficacy.


M&E



The aim of an Evaluation is that of assessing the relevance and fulfillment of objectives, developmental efficiency, effectiveness, impact and sustainability of the intervention.

Normally is carried out by: the external evaluation team engaged via the applicable tendering/contracting procedure.

The evaluation must be: impartial and independent, credible, useful, and carried out with the participation of the project's stakeholders.

The scope includes: review of all resources mobilised and activities implemented in the framework of the project.

Evaluation

M&E



§  Project/contract: external auditor who is a member of an internationally-recognised supervisory body for statutory auditing - expenditure verification;

§  External audits organised by the European Commission. Inspections:

§  European Commission §  European Anti-Fraud Office (OLAF) §  European Court of Auditors §  external auditors

Auditing on different levels in different ways

M&E



143

§  Activities that have taken place; §  Procurement procedures applied to sub-contracted supplies,

works and services; §  If sound financial management rules have been applied; §  Accuracy of invoices; §  If interim and final report entries are supported by evidence; §  If EC procedures have been respected; §  No double-funding.

What will be audited?

M&E



144

§  Description of activities; §  Progress of activities; §  Project results; §  Project impact; §  Level of achievement of project

objectives; §  Deviations from the original activity

plan; §  Expenditure and forecast.

The narrative reports should include information on:

Reporting



Evidence for financial reporting §  HR SALARIES: payrolls, contracts; §  TRAVEL: invoices, ticket stubs, boarding passes, hotel bills,

receipts, visas; §  INSURANCE: in budget line 1, if applied to project staff, in budget

line 5.7 (conferences), if applied to final beneficiaries; §  RENTAL of EQUIPMENT/LEASING = invoices + documentation

relevant to SUPPLIES; §  OFFICE RUNNING COSTS : receipts; §  VISIBILITY: invoices + documentation related to

PROCUREMENT Procedures; §  Bank Account Statements.

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146

What will be checked? §  Eligibility of expenditure; §  Corresponds with budget as in the contract; §  No significant deviance from planned expenditure; §  Correct exchange rates applied:

http://ec.europa.eu/budget/inforeuro/index.cfm §  VAT not included; §  Show interest earned.

Financial Report

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147

§  Will follow the standard template and shall be attached to the final report;

§  Required if the grant requested (considering the EU contribution alone, not including the co-financing) exceeds 100,000 euro.

Ø  Art. 15.6 GC AND Annex VI

Expenditure verification report (audit)

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Government & Nonprofit

How to write the full application to the EU_info session on 23 july 2014 in kiev