1 Template Of Project Fiche For IPA National Programmes

1 template of project fiche for ipa national programmes / component i – centralised and decentralised management how to adapt the

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Template of Project fiche for IPA National programmes /
Component I – centralised and decentralised management
How to adapt the template of the Project fiche:
This is the standard template for the Project fiche - centralised and
decentralised management. The text and structure should not be
modified.
The phrases within [ ] should only be included if appropriate.
Text in italics is guidance to fill the appropriate sections and
should not be included in the final draft. Please remember to delete
this paragraph, any other text in italics and all the brackets in the
final version.
Project Fiche – IPA National programmes / Component I
(Maximum 12/15 pages without the annexes /1500 characters no space per
page)
1.
Identification
Project Title
Short title of the project
CRIS Decision number
Project no.
Sequence numbering according to the National programme
MIPD Sector Code
The numbering is for the sake of EU statistics and does not need to
correspond with the numbering in the beneficiary MIPD
Select from the list below the sector(s) to which the project belongs:
1. Public Administration Reform
2. Justice and Home Affairs
3. Private Sector Development
4. Transport
5. Energy
6. Environment and Climate Change
7. Social Development
8. Agriculture and rural development
9. Support and other activities
ELARG Statistical code
See IPA programming guide par 7.7
DAC Sector code
See CRIS DAC Form
Total cost
(VAT excluded)1
Overall costs including other contributions (amount of EU contribution
+ amount of other contributions).
EU contribution
Management mode
Centralised/centralised indirect/joint/decentralised
Centralised mngmt:
EU Delegation in charge
Decentralised mngmt:
Responsible Unit or National Authority/Implementing Agency
Enter here the EU Delegation or HQ Unit or Beneficiary country
authority in charge of implementation of the project.
For decentralised programmes: details of Central Finance and
Contracting Unit (CFCU) and Programme Authorising Officer (PAO)
Implementation management
Who is in charge of management of intervention(s) to be implemented?
In case of decentralised management, include also the name of the SPO
(Senior Programming Officer)
Implementing modality
Stand alone project, …
Project implementation type
See CRIS DAC Form
Zone benefiting from the action(s)
Indicate the region(s) concerned by the action(s) (if appropriate)
2.
Rationale
1.
Project context: issues to be tackled and needs addressed
Briefly describe the context key problems/needs which are currently
faced by the project beneficiaries (as identified in the MIPD) and how
the project will help to resolve these.
2.
Link with MIPD and National Sector Strategies
Quote the MIPD priority(ies) that the project addresses and in a short
paragraph describe how the project helps meet the objective(s) of the
MIPD and its link to MIPD sector objectives.
Briefly describe the link with the relevant national sector
strategies, including National Development Plan and National Plan for
the Adoption of the Acquis (where applicable). If there is no relevant
sector strategy, explain if the project contributes to develop one or
provide an explanation of why a sectoral frame is less important in
this specific case.
3.
Link with Accession Partnership (AP) / European Partnership (EP)
/ Stabilisation and Association Agreement (SAA) / Annual
Progress Report
Where relevant, briefly quote and describe what Accession Partnership
(AP) / European Partnership (EP) / Stabilisation and Association
Agreement (SAA) or Annual Progress Report priority(ies) the project
will address. How will the project contribute to national plans and EU
integration?
If the priority is important for the accession negotiation process,
include references to opening or closing benchmarks for negotiation
chapters.
When relevant, state the link between the project and the EU internal
policies, i.e. the contribution to the EUROPE 2020 Strategy.
4.
Problem Analysis
Further describe the main problems the proposed project will address
and support. Identify who are the stakeholders most affected by the
problem and what institutional and organisational issues should be
addressed.
5.
Linked activities and donor coordination
Provide an overview of previous and ongoing actions financed by EU,
other donors (bilateral-multilateral) and national governments. In
particular, provide information on:
*
the link between the project and the other activities in the same
sector or field;
*
the link to any activities financed from the national budget;
*
the results achieved by other projects.
6.
Lessons learned
Describe problems/issues encountered in previous projects in the same
field and how they can be avoided. If any evaluation has taken place,
please describe key recommendations and follow-up.
3.
Description
1.
Overall objective of the project
Describe the overall purpose and objective of the project. In
particular, bearing in mind that the overall objective will not be
achieved by the project alone, explain why the project is important
for the country and what concrete public benefits it will bring.
For projects that are specifically designed to plug gaps / deliver a
specific acquis related outcome, describe the purpose and the
principal benefit related to the country's preparation for EU
accession.
Objectively verifiable indicators for the overall objective shall be
included in the log frame. Indicators at this level are likely to be
found outside the project, for example using national statistics.
2.
Specific objective(s) of the project
(The specific project objective(s) is(are) the single or central
objective(s) of the project. The project objective(s) can be derived
from the problem the project is trying to address.)
What is(are) the specific project objective(s) which if achieved will
provide a solution to: the problem encountered in the MIPD sector;
and/or to a gap that needs to be filled relevant to the beneficiaries
preparation for EU accession; or to another priority identified in the
MIPD?
The project purpose/objective(s) should be SMART (Specific,
Measurable, Achievable, Realistic, Timely). Objectives and related
measurable indicators, along with assumptions that may affect the
overall progress of the project, shall be included in the log frame.
If the project objective(s) is(are) met, then it will make a
contribution to the overall objective.
Note that main results and underlying activities proposed to achieve
the project objective(s) should be described under items 3.3 and 3.4.
3.
Results
List the main anticipated results.
It will be important to be able to measure the results, therefore
objective verifiable indicators, along with assumptions that may
affect their progress during the life of the project, shall be
included in the log frame. If the results are achieved then the
project objective will be met.
4.
Main activities
List the main activities, include details on the means/contracts to
deliver them, e.g. provision of grants, services, personnel, works,
and contracts to be deployed in relation to these. Where applicable,
include national-funded contracts linked to the activity as well as
identification of source of co-financing funding and its availability.
The activities use means/contracts and if the assumptions (such as
co-financing and linked activities) are correct, they will achieve
results.
5.
Assessment of project impact, catalytic effect and cross border
impact (where applicable)
Describe how the immediate impacts of the project will contribute to
intermediate impacts which may be defined in MIPD priorities or in
MIPD sector objectives.
Mention any additional benefits or positive spill-over effect that it
may bring for other beneficiaries and stakeholders or cross-border
effects.
6.
Sustainability
Describe how the expected results will be sustainable in the long
term. Illustrate commitments or resources to be provided by the
beneficiary to make results sustainable, including possible human and
financial resources required and provided for the maintenance of
results once the project is completed.
7.
Assumptions and pre-conditions2
Identify the main risks and list the mitigating measures.
Indicate any pre–condition to be met.
Provide a list of preparatory activities/studies, contracts and
implementation milestones.
4.
Implementation issues
In the light of the activities/means/contracts indicated in section
3.4, provide information on the management mode(s) and any delegated
partners.
1.
Indicative budget
Indicative Project budget (amounts in EUR) (for decentralised
management)
PROJECT TITLE
SOURCES OF FUNDING
TOTAL EXPENDITURE
TOTAL PUBLIC EXPENDITURE
IPA CONTRIBUTION
NATIONAL PUBLIC CONTRIBUTION
PRIVATE CONTRIBUTION
IB
(1)
INV
(1)
EUR
(a)=(b)+(e)
EUR
(b)=(c)+(d)
EUR
(c)
% (2)
Total
EUR
(d)=(x)+(y)+(z)
%
(2)
Central
EUR
(x)
Regional/Local
EUR
(y)
IFIs
EUR
(z)
EUR
(e)
%
(3)
Activity 1
Contract 1.1
–
–
–
Contract 1.2
–
–
–
Activity 2
Contract 2.1
–
–
–
Contract 2.2
–
–
–
……
TOTAL IB
TOTAL INV
TOTAL PROJECT
NOTE: DO NOT MIX IB AND INV IN THE SAME ROW. USE SEPARATE ROWS.
Amounts net of VAT
(1) In the Activity row, use "X" to identify whether IB or INV
(2) Expressed in % of the Public Expenditure (column (b))
(3) Expressed in % of the Total Expenditure (column (a))
Indicative Project budget (amounts in EUR) (for centralised
management)
PROJECT TITLE
SOURCES OF FUNDING
TOTAL EXPENDITURE
IPA CONTRIBUTION
NATIONAL CONTRIBUTION
PRIVATE CONTRIBUTION
IB
(1)
INV
(1)
EUR
(a)=(b)+(c)+(d)
EUR
(b)
% (2)
Total
EUR
(c)=(x)+(y)+(z)
% (2)
Central
EUR
(x)
Regional/Local
EUR
(y)
IFIs
EUR
(z)
EUR
(d)
% (2)
Activity 1
contract 1.1
–
–
–
contract 1.2
–
–
–
Activity 2
contract 2.1
–
–
–
contract 2.2
–
–
–
……
TOTAL IB
TOTAL INV
TOTAL PROJECT
NOTE: DO NOT MIX IB AND INV IN THE SAME ACTIVITY ROW. USE SEPARATE ROW
Amounts net of VAT
(1) In the Activity row, use "X" to identify whether IB or INV
(2) Expressed in % of the Total Expenditure (column (a)
2.
Indicative Implementation Schedule (periods broken down by
quarter)
Dates indicated in the schedule cannot go beyond the contracting and
execution deadlines in the financing proposal
Contracts
Start of Tendering/ Call for proposals
Signature of contract
Project Completion
Contract 1.1
Contract 1.2
…..
Contract 2.1
……
All activities should in principle be ready for tendering in the 1ST
Quarter following the signature of the FA.
Describe by whom and how the procurement/grant award dossiers
(technical specifications, terms of reference, guidelines for
applicants, etc.) will be prepared, whether external preparatory
studies or expertise is needed and what is the status of recruiting
such external experts and plan for preparations of the
procurement/grant award dossiers so that the tenders can be launched
as soon as the FA is concluded.
If necessary, explain the sequencing of the project activities /
contracts.
3.
Cross cutting issues
1.
Equal Opportunities and non discrimination
Describe how the project takes account of gender aspects during design
and implementation phase.
2.
Environment and climate change
Describe how environmental considerations have been integrated in the
project design.
3.
Minorities and vulnerable groups
Describe how the project takes account of people belonging to
minorities/vulnerable groups and if their involvement is facilitated.
4.
Civil Society/Stakeholders involvement
Indicate what measures have been taken to associate civil society and
other relevant stakeholders in the design and implementation of the
project.
ANNEXES
Documents to be annexed to the Project fiche
1.
Log frame
2.
Description of Institutional Framework
(Including composition of the project Steering Committee, Sector
Monitoring Sub-Committees, and sectoral working group)
3.
Reference list of relevant laws and regulations only where
relevant
4.
Details per EU funded contract(*) where applicable:
For TA contracts: outputs expected from the contractor and indicative
budget breakdown.
For twinning contracts: main components and activities foreseen,
indicative budget breakdown, profile of the MS project leader,
resident twinning advisor and key short term experts as well as name
and position of the project leader of the BC.
For grants schemes: components of the scheme, eligible target group
and activities (in case of direct grants, justification for selection
of grant beneficiary without call for proposal).
For supply contracts: reference to feasibility study as well as
indicative list of items, cost estimate, intended beneficiary,
indication on how detailed technical specifications will be prepared,
provisions for maintenance + section to be filled in on assets'
ownership(**).
For works contracts: reference to feasibility study for the
construction works, identification of the site, indicative list of
works to be completed and cost estimate, indication on how technical
specifications will be prepared, provisions for maintenance and
information on assets' ownership(**); account of services to be
carried out for the service part of the contract.
Please note that feasibility study is a pre-requisite when works and
supply contracts are proposed.
For each activity, describe format and co-financing plan.
(*) Non standard aspects (in case of derogation to PRAG) also to be
specified.
(**) Assets' ownership, maintenance plans (applicable to all supply
and works contracts):
*
Ownership of assets (current and after project completion)
*
Maintenance plans
*
Describe any co-financing arrangement how this will be
implemented and by when
5. Project visibility activities
ANNEX 1: Logical framework matrix in standard format
LOGFRAME PLANNING MATRIX FOR Project Fiche
Project title and number
Contracting period expires
Execution period expires
Total budget
:
IPA budget:
Overall objective
Objectively verifiable indicators (OVI)
Sources of Verification
Specific objective
Objectively verifiable indicators (OVI)
Sources of Verification
Assumptions
Results
Objectively verifiable indicators (OVI)
Sources of Verification
Assumptions
Activities to achieve results
Means / contracts
Costs
Assumptions
1 The total project cost should be net of VAT and/or of other taxes.
Should this not be the case, clearly indicate the amount of VAT and
the reasons why it is considered eligible.
2 Assumptions are external factors that have the potential to
influence (or even determine) the success of a project but lie outside
the control of the implementation managers. Such factors are sometimes
referred to as risks or assumptions but the Commission requires that
all risks shall be expressed as assumptions. Pre-conditions are
requirements that must be met before the sector support can start.
Annex 16 — Template of Project fiche for IPA programmes / component I
– centralised and decentralised management
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