GUIDANCE FOR DRAFTING PROJECT APPLICATIONS

GUIDANCE

FOR

DRAFTING PROJECT

APPLICATIONS

2015

GUIDANCE FOR DRAFTING PROJECT APPLICATIONS

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Project Taking the Road to Employment – Developing New

Skills and Knowledge for Unemployed Persons

Title of the guidance: GUIDANCE FOR DRAFTING PROJECT APPLICATIONS

Authors: Daniela Trpevska - Training Center C.E.S.

Magda Mankowska – Syntea S.A

Vasil Bojinov - TEZA EOOD

Claudiu Bulaceanu - Aleron

Graphic design: Training center C.E.S.

Proofreading: Training Centre C.E.S.

Publisher:

Copyrights © 2015 C.E.S Training Centre

Ognjan Prica 1-4/15

1000 Skopje

e-mail: [email protected]

web: www.ces.mk

++389 (2) 3232510

Printed by: Printing Office ALMA

978-608-65851-1-2 Financially supported by:

The project ―Taking the road to employment – developing new skills

and knowledge for unemployed persons― under the program Erasmus +,

/Agreement – 2014-1-MK01-KA204-000246/ has been funded with

support from the European Commission.

This publication reflects the views only of the authors, and the

Commission cannot be held responsible for any use which may be made

of the information contained therein.


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ACKNOWLEDGEMENT

About the Project

The Guidance for Drafting Project Applications is

the second of the four guidance that are to be published

within the on-going Project Taking the Road to

Employment - Developing New Skills and Knowledge of

Unemployed Person organized by C.E.S. Training Centre

– Macedonia and financially supported by the National

Agency for European Educational Programs and Mobility

in Macedonia – Erasmus+

Program.

The Project itself presents strategic international

partnership aimed at developing new skills of unemployed

people for improvement of their competence at the labour

market. The main objective of the Project is to prepare

guidance for improving the competences and skills of

unemployed persons such as improving the personal

development, use of Information technology, platforms for

marketing and entrepreneurship which are in compliance

with the modern needs of the labour market for the purpose

of facilitating the access to employment.

The Project is envisaged to be realized the several

concrete aims within the period of realization as well as

after the realization of the Project itself. Those concrete

aims are as follows:

To encourage employment/self-employment initiative;

To encourage the innovation and creativity of

unemployed;

To apply innovative form of teaching and learning;

To develop know-how in the area of entrepreneurship,

marketing and business;

To develop competence of the unemployed in the field

of management of professional and personal

development


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To encourage the unemployed for the entrepreneurship

initiative for social entrepreneurship;

To encourage the unemployed of creativity for new

working places through application of internet and

information platforms

The unemployed persons involved in the project trainings

will learn:

How to develop personal skills;

How to draft project applications

Financial analysis of small business

Use of internet platforms

Use of innovative and entrepreneurship

initiatives

For the purpose of realisation of the objectives of the

project the applicant and the partner organisation will draft

and perform:

1. Guidance for Professional and Personal Development

2. Guidance for Project Management

3. Guidance for Internet Marketing

4. Guidance for Innovation and Entrepreneurship

Changing lives

Opening minds


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About the partners This Guidance for Drafting Project Applications consumed huge

amount of work, research and dedication. Still, the completion

would not have been possible if we did not have a support of

trainers and coordinators of each Project partner organization and

without their superior knowledge and experience, provision of

expertise and technical support this Guidance would not have

been published.

C.E.S. Training Centre –Macedonia as a centre for adult

education is a certified institution in the field of professional

education and training in general educational interests and fields.

It feels and cherishes the responsibility and professionalism in

providing trainings for professional and personal development

with complete dedication to the clients' needs not only during and

within the realization of the trainings, but also by providing

support to students upon the termination of trainings as well.

Syntea S.A. –Poland has been operating on the education market

for over 10 years. The competence delivery system including

training courses, certification, apprenticeships, internships,

practical placements, and employment exchange activities allows

us to guide our customers, i.e. natural persons, companies,

institutions and organisations, through the entire education

process, starting from analysing competence predispositions,

delivering training courses, providing career advising services,

organizing vocational practice, to finding and optimizing a job.


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Teza EOOD – Bulgaria is a company oriented to the latest

technologies and means for lifelong learning. It is constantly

expanding the palette of services offered in the field of education,

professional development and management of the organizational

talent. TEZA's activity is focused in the field of traditional and

electronic educational services and technologies.

Aleron Training Centre – Romania has a focus on Business Communication trainings, including Computer Training and Internet Marketing. Aleron and experts involved in the project have expertise in web design and marketing communication, development of Internet portals and Internet Marketing.


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TABLE OF CONTENT

Contents

Introduction .................................................................................. 9

CHAPTER 1 – THE EUROPEAN BACKGROUND .................. 11

CHAPTER 2 – BEFORE THE PROJECT IDENTIFICATION .. 16

2.1 Aims of the call vs. aim of an organisation. ..................... 16

2.2 Project content – innovation, competition, resources,

strategies ................................................................................. 18

2.3 Problems and needs .......................................................... 20

2.4 Target groups .................................................................... 27

2.5 Aims of the project ........................................................... 31

2.6 Project results and indicators ........................................... 36

2.7 Project schedule ................................................................ 45

2.8 Project budget .................................................................. 45

2.9 Equality ........................................................................... 53

2.10 Consortium ..................................................................... 60

2.9 Risk management ............................................................. 66

2.11 Successful project proposals .......................................... 70

2.12 Tips for project preparation ............................................ 72

CHAPTER 3 – PROJECT IMPLEMENTATION ..................... 74

3.1 Project management ......................................................... 74

3.2 Methodologies .................................................................. 79

3.3 Project work plan.............................................................. 81

3.4 Gantt chart ........................................................................ 84

3.5 Communication Plan ........................................................ 86


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3.6 Financial management ...................................................... 89

3.7 Project evaluation ............................................................. 91

3.8 Tips - How to run a project? ............................................. 98

CHAPTER 4 OVERVIEW OF AVAILABLE PROGRAMMES.

.................................................................................................. 102

4.1 Rules of implementation EU programmes for 2014-2020

.............................................................................................. 102

4.2 European programmes breakdown ................................. 107

4.3 Budget allocation in EU Member States within Cohesion

Policy .................................................................................... 112

Exercise no 1 - Problem tree ................................................ 114

Exercise no 2 - Objectives tree ............................................. 114

Exercise no 3 - Target groups and stakeholders ................... 114

Exercise no 4 - Equality ....................................................... 115

Exercise no 5 - Project budget .............................................. 115

Exercise no 6 - SWOT analysis ............................................ 116

Exercise no 7 - Risk management ........................................ 116

Exercise no 8 - Communication ........................................... 119

Supporting materials – research made in partner countries –

Romania, Bulgaria and Republic of Macedonia: ..................... 121

List of references: ..................................................................... 170


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Introduction

The purpose of this guidance is to make an overview of the

various stages of project life cycle in order to prepare future

project managers for successful planning, preparation and

implementation of EU projects. Therefore main focus of this

publication is to provide practical approach to project preparation

and its implementation and help understanding evaluation

procedures. In addition it will help to learn avoiding the most

common mistakes and gather tips and best practices that can be

used in everyday practices and applied according to needs of

specific project.

Moreover it covers key issues regarding the whole

project life cycle – from the identification phase till the project

closure. The day-to-day management of EU projects is a

challenging and time consuming task. In addition to conducting

planned project activities, beneficiaries are responsible for

obligations that are set out in special and general conditions of

the grant contract. This guide does not in any way replace these

obligations, but provides a practical hands-on tool to make daily

work easier and more efficient. It contains recommendations and

advises on questions of general importance to all grant projects

co-financed from EU.

Chapter 1 provides short introduction to the European policies

and current strategy of programming period 2014-2020. It gives

short overview of the European goals described in Europe 2020

strategy and point out documents related to the national level of

the EU funds implementation.

Chapter 2 illustrates project proposal in work environment

and its‘ aim is to give an explanation of a project itself. It will

help Reader to identify projects in daily activities of the

company‘s life and link the future project to the existing

strategies and plans for development.

Chapter 3 of the guidance tackles all the aspect important

during preparation of project proposals. It contains general rules

of applying and describe the most important and the most


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common parts of the application. At the end of the chapter

Reader can find some useful tips regarding the project planning.

Chapter 4 is dedicated to project implementation. Having in

mind that we can find as many programmes and rules as the EU

Member States and Associated Countries this part of the

application illustrate the most common activities and obstacles

regarding the project implementation. Handbook provides

guidance on methods of project monitoring and on the

dissemination and exploitation of a project‘s results/products.

Chapter 5 includes short summary of available programmes in

order to help Readers to define possibilities of funding and it is

intended to assist grant beneficiaries in their everyday work.

Chapter 6 - Last part of the guidance contain practical

exercises and useful templates in everyday work on projects. It is

focused on basic elements of project structure that are essential in

project preparation and also its implementation.

This guidebook will help to find basic information about the

EU funds also to have general impression about project planning

and implementation. Depending on structure of each of EU

programs (national or European) some parts of this guidance

should be developed more and some parts can be disregarded.

The aim of our project ―Road to employment‖ is to define

opportunities of new work paths for those interested in EU

projects and this material will be the handbook to guide them in

beginning of their career.


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CHAPTER 1 – THE EUROPEAN BACKGROUND

The guidance has inevitable limitations that users should bear

in mind such as changing environment of the EU programmes,

different legal and financial rules in the Member Countries,

updating in national law, the European policies or economic

changes in the European Union. While preparing the guidance

main effort has been made to review and recommend the most

common and useful practices and highlight important phases and

elements of projects that sometimes are considered useless.

Let‘s think about

the Europe first!

– projects

background

It is not the aim of this guidance to introduce the European

Union history or range of strategic documents regarding past

financing periods or current EU financing period 2014-2020.

However it is always valuable to keep abreast of new EU legal

documents, reports and studies. Follow national and international

websites of institutions responsible for announcing calls of

proposals. The more knowledge about the European Union and

its development we have the better we will be prepared for work

with EU grants. The guidance will indicate the most important

documents and refer to basic policies that have significant impact

on the preparation and implementation of the project financed

from European budget. There are a lot of portals, professional

networks and national contact points that can bring up-to-date

information as well as valuable tips for the project preparation.

Reformed EU Cohesion Policy 2014-2020 defines directions

and aims of all funding instruments in Members Countries. The

overall goal is to reduce disparities between EU regions in order


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to achieve balanced economic, social and territorial development.

The EU Cohesion Policy refers to its origins on the Treaty of

Rome and the Treaty of Lisbon but on the other hand also defines

future activities summarized in the Strategy Europe 2020.

In 2014 European Union entered new financial perspective

2014-2020 which is defined by 11 key thematic areas

determining directions for Member States‘ development. Its

operational objectives include, among others transition to a low

carbon economy, adapting to climate change and environmental

protection and efficient use of resources. For implementation of

the above objectives of the European Union budget has the

amount of approximately 336 billion Euros. The doors are

opened to follow new ideas, to create possibilities for

cooperation and development of all kinds of organisations and

groups of people. Even if our present work or future professional

plans are not directly related to European grants we all are

involved in the regional and national policies which follow the

Europe 2020 goals.

Investing in Europe’s future!

We have Europe’s Future in Our Hands!

Investing in Europe‘s future – V report on the economic,

social and geographical integrity of EU is basic document about

the future of European Union cohesion after 2013. This report

determines national strategic documents regarding development

of each of the Member States.

This document illustrates that European Union strategy

aims at strengthening strategic dimension of the programming

documents with regard to goals, integrated and territorial

approach towards development with active participation at

regional level. In other words, our future project - no matter if

very small and local or serious and international undertaking – it


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all has to fulfil general aims of ―Europe‘s future‖ and be in line

with its strategic documents. Reinforcement of strategic

dimension means to subordinate aims of EU cohesion strategy

general aims of EU development defined in the document

―Europe 2020 A strategy for smart, sustainable and inclusive

growth‖ approved by the European Commission 3 of March

2010.

The Strategy Europe 2020 defines 3 basic aims:

I intelligent development - development of an economy based

on knowledge and innovation,

II sustainable development - supporting environmental friendly

and competitive economy,

III development supporting social inclusion – enhancing social

and territorial cohesion as well as economy targeted at high level

employment.

In order to implement these European aims the European

Commission proposes few general indicators such as:

Employment indicator of people between 20 and 64 years –

min 75%,

3% of the GDP (gross domestic product) dedicated to

research and development,

Implementation of ―20/20/20‖ aims in climate and energy

policies, meaning:

A 20% reduction in EU greenhouse gas emissions from

1990 levels;

Raising the share of EU energy consumption produced

from renewable resources to 20%;

A 20% improvement in the EU's energy efficiency.

Reducing NEETs to max 10% and enhancing young people

to continue education at university level (at least 40% of the

population with university degree).


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A NEET or neet is a young person who is "Not in

Education, Employment, or Training"

Future project managers have to be familiar with few important

documents, which support better coordination of the EU

strategic development at national level:

Common Strategic Framework - document coordinating

various territorial policies, including Cohesion Policy,

Common Agricultural Policy and Common Fisheries Policy

and relating to other policies with a strong territorial

dimension, supporting the strategy for Europe 2020 in

following areas: research and development, innovation;

employment, education, exclusion social, poverty,

combating climate change and energy.

Partnership Agreement regulating national procedures

regarding implementation of general European strategy for

development within European Agriculture Fund for Rural

Development, Cohesion Fund, European Social Fund,

European Regional Development Fund, European Maritime

and Fisheries Fund.

European Code of Conduct on Partnership instead of The

National Strategic Reference Framework. A common set of

standards to improve consultation, participation and

dialogue with partners during planning, implementation,

monitoring and evaluation stages of projects financed by all

European Structural and Investment Funds (ESIF).

The Europe 2020 is European Union's growth strategy to become

a smart, sustainable and inclusive economy. These three mutually

reinforcing priorities should help the EU and the Member States

deliver high level of employment, productivity and social

cohesion. Precisely, the Union has set five ambitious objectives -

on employment, innovation, education, social inclusion and

climate/energy - to be reached by 2020 with the financial support

from the European budget.

https://en.wikipedia.org/wiki/Education

https://en.wikipedia.org/wiki/Employment

https://en.wikipedia.org/wiki/Training


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Source: European Commission

http://ec.europa.eu/regional_policy/en/policy/how/priorities

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CHAPTER 2 – BEFORE THE PROJECT

IDENTIFICATION

2.1 Aims of the call vs. aim of an organisation.

In order to plan success is not enough to define

resources. It should be borne in mind that there are more

elements that can affect implementation of our plan. Different

scenarios have to be provided, including all conditions that might

affect initial plan as well as measures how to avoid these risks. It

is crucial for successful project management to understand

characteristics of a project.

What is actually a project? In many publications regarding

EU funds or project management methodologies definition of a

project is similar. It is set of tasks, actions planned in specific

time schedule with certain costs and limitations defined. Each

project has a deadline and defined result(s). Activities planned

within project proposal have to fulfil unique project aim(s) and

lasting change, despite of circumstances and unexpected factors

which may occur during its implementation. Success of a project

is when changes caused by project activities enhance new

changes and new activities – the wider impact of our actions the

more successful project we have. If needs and conditions of

project implementation were well designed – we can also foresee

the wider impact. The EU projects are very complex as they join

the European policies and strategies with national background,

needs as well as expectations and daily activities of the

organization. Among many theories concerning projects it is

worth to note that there are few types of projects:

1. Regarding the size: small or big,

2. Regarding the origin: internal or external,

3. Regarding the orientation: process or product,

4. Regarding the innovation: highly innovative or low

innovative,


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Project - temporary group

activity designed to

produce a unique

product, service or result.

However, as was stated above justification of needs and its

relation to general European development determine the project

value.

Project should have following features:

be finite - with

defined start and

end dates,

h

have deliverables

defined in relation

to the diagnosed

needs,

h

have a list of

activities defined –

strictly related to

the project

deliverables,

h

have defined

resources to carry

out activities,

have defined

responsibilities,

Many organisations use projects in daily activities and

such as European Union has its aims most of companies,

organisations have their goals and strategies for development as

well. The basic principle to follow when drafting project

application is to underline and explain to what extent aims of a

project are also in line with the aims of applicant organisation

and how they influence development of organisation, its products

or services. Projects financed from the EU budget are not

supposed to be one-off tasks unrelated to activities of applicant.


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They should support current activities of applicant and

be based on the real needs and problems defined.

2.2 Project content – innovation, competition, resources,

strategies

Change and uncertainty are daily factors of life in every

sector. Plans, strategies (international and national ones),

attempts to cope with risks appearing through long term

planning. Strategy is considered as a valuable instrument to

mobilize tangible and intangible resources around shared aims

and visions. Strategy at all levels - company‘s strategy, national

strategies, EU strategies are very valuable tool that help to justify

actions planned within project. Referring to strategic documents

during project preparation phase has many advantages:

1. It helps to understand changes and trends of a global

environment, their potential and possible impact,

2. It enables access to external funding,

3. Strategy is a valuable instrument of mobilizing people

around long – term actions and goals,

4. It gathers all relevant information about the

region/organization – its strengths as well as weaknesses,

5. Strategy also informs citizens, investors, customers about

plans, priorities and instruments, thus providing valuable

information required for rational long-term decisions such as:

type. location, conditions of planned actions, investments,

etc.).

There are basic questions regarding strategies to be answer

before a preparation of any project proposal:

What are the aims and strategy of my organization?

Are aims of my organization in line with aims of the

specific call/activity/project?


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Is there a need for the certain type of actions (within the

organization, at national or international level)?

Is an action/project in line with the national/international

priorities and goals?

Having a strategy is not only one important element, but ensuring

its ability to achieve goals is more important still. If the answers

are ―yes‖ and we are sure that we are capable of providing the

project activities it is a good start for project preparation. In order

to plan aims of our organisation activities properly we can use

the 5 strategic questions in management of the organisation

defined by Peter Drucker – one of the experts and educators in

management.

1. What do we do? (what kind of general aims we would

like to achieve? What do we expect? What is a strength

of our organisation and its‘ main weakness? Do we have

the mission of organisation and is this mission still up-

to-date?).

2. Who is our client? (do we have supporters of our

activities? Are there people satisfied or dissatisfied with

our activities? How our clients can affect activities of

our organisation?)

3. What is valuable for our clients? (to what extent can

we provide services for our clients?

What are the sources of data concerning our clients?

How can we increase our effectiveness?)

4. What kind results do we have? (how do we measure

our results? What kind of criteria do we have? To what

extent did we achieve our results? What did we do to

achieve the success? How do we use the possibilities?

How do we inform about our success?

5. What kind of plans do we have? (what kind of

experience do we have? What kind of the development

directions do we have? )


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Good identification of personal aims as well as aims of

organisation is a bottom line of any of undertakings. PRINCE2

methodology ties aims of activities with the business

justification. And no matter how precisely we define scope of

our project – if this is not applied in our business activities –

running this kind of project sooner or later will end wasting time

and money.

2.3 Problems and needs

In order to plan good project proposal there are some

basic steps to be taken. Having in mind definition of project and

after defining our place/activities in the specific environment or

sector we are ready to plan the project. We are aware of our

strengths, opportunities and have clear aims of the development

defined in the strategy, and more we know our competition. We

know our place –the starting point.

The first step of project preparation is an identification of

needs or problems what we would like to tackle. The reliable

description of existing situation is a soul of our project. If needs

are well defined, based on properly conducted research, analysis,

supported by reliable data and the engagement of stakeholders it

is easier to choose project goals and choose appropriate actions.

Where there is a need there is also a customer or interested

organization in tasks that we plan to do. Moreover it is important

to distinguish which problem we can solve by project

implementation and which ones are out of reach.

Example: low foreign language skills among pupils in

high school. The background of this problem can be very

complex. We can define different issues: lack of money for

additional lessons, lack of motivation among pupils, lack of

motivation among teachers, low qualifications of teachers, poor

organization of the educational system, lack of ICT tools making

an educational system more attractive. Can we ―heal‖ all above

mentioned problems by implementing one project? Of course

not. We are not going to buy tablets for all pupils with the newest


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Three basic

steps in the

problem analysis

and the high rated tools for teaching foreign languages, we are

not able to give the raise for all language teachers so they have

more motivation to teach and we will not be able to change

educational system. What we can do is to find narrower problem

and define the best set of activities to solve it. The ideal situation

would be to ask pupils – why they have so low results in foreign

languages because their approach can be slightly different. We

can also ask teachers about the results of the exams in order to

have reliable data, moreover to prove that pupils actually have

low results in foreign languages. What seems to be a problem

from our point of view can be seen differently by teachers or

pupils or any other target group. Definition of problems and

results illustrates the picture of improved situation after the

project implementation. Having in mind the final results – the

change that we will achieve we have clear vision what steps to

take to make it happen. It is the first step for a successful project.

1. diagnosis of current

situation: surveys, interviews,

statistic data, reports,

2. identification of key

problem(s) or need(s),

3. defining causes and the

effects on each levels of our

problem

Having too many problems regarding one situation we

have to focus on the most important ones. However it is worth to

underline that quality of problems‘ analysis at the first stage of

project preparation will depend on quality and representativeness

of data collected during assessment (if the information collected

is wrong, incomplete or biased, the analysis will also be wrong,

incomplete or biased).


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Which problem is more important?

Problem analysis requires tools to summarize, compare,

prioritize and organize data. No matter how important problem

we will choose to solve if it exceeds our organisational capacity

it will destroy organisation rather than heal problems of society.

To minimize risks we can assess three important factors related

to possible project – its impact, environment of possible

stakeholders and our internal resources.

The problem tree


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Project is a picture of

changed, improved

situation – responding

diagnosed problems. Sometimes it is

difficult to diagnose

needs or problems

having very complex

situation. Merely

listing and ranking

problems does not

provide for a

sufficiently deep

analysis of a situation.

We have to be aware of complex problems, background

of situation as well as environment of our future project. Even

though we have defined problems and its hierarchy but still ―a

spine‖ of project is not clear? In order to define project needs we

can use problem tree (Solution Tree Analysis).

This tool can be very useful for beginners in EU funds since it

gives clear analysis of diagnosed situation. It looks upstream at

causes and determinants and downstream at consequences and

effects.

A problem tree gives an overview of all known reasons

and effect to a diagnosed problem. This is an important part of

planning social project as it establishes context in which our

project is to occur. Understanding context helps reveal

complexity of situation and is essential in planning a successful

project. A problem tree involves writing causes in a negative

form (e.g. lack of knowledge, not enough money etc.). Reversing

a problem tree, by replacing negative statements with positive

ones, creates a solution tree. A solution tree gives answers with

identified interventions that need to occur to find a solution for a


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core problem/need. Facing complex situation we can define

simpler elements: cause – problem connections. These paths will

help us to choose appropriate aspect of a complex problem and

focus on it as an area of a project intervention.

Problem/solution tree can be also transformed into

objectives tree. This will help future project designers to learn

how to organise objectives in order to define properly project

process. An objectives tree shows all possible aims that we can

choose to solve problems identified in problem tree analysis. Its

main advantage is that it keeps an analysis of potential project

objectives strongly rooted in a range of clearly identified priority

problems. While problem tree organise negative conditions of a

state of affairs - objectives analysis helps to display all possible

solutions and choose the specific ones as project aims.

Using problem tree has following advantages:

It gives a picture of real, current situation,

It helps to organize and hierarchize problems and causes,

It supports better understanding of problems,

It can help establish what further information, evidence

or resources are needed to make a strong case, or to build

a convincing solution.

As said above in order to support project idea we should

take into account information defined in tree problem. Data

collected in problem/objective/solution tree help us to define

proper project plan, chose right path of problems-solutions and

objectives that are strictly related. This also ensures convincing

argumentation that problem we respond is important and should

be pursued within project implementation.

Therefore, to support project objectives we can use

available statistical data, information from reports and studies

from the European Commission‘s website or national agencies,

as well as from our work and experience of organisation. We


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have to demonstrate that we know the problem and its scale in-

depth. Using statistical data of public institutions in project

description we justify a need for action and we show that our

problem is perceived by authorities, researchers, sociologists,

experts, policy makers or other types of institutions. Also an

invaluable role play our own researches, analyses, past

experiences, conversations with the recipients of future project,

interviews, surveys, it all allows us to collect very specific data,

that cannot be found in official public documents or reports. It

is important to balance information from different sources to

illustrate our knowledge about problem to be solved and its

general importance in the society.

A ―magic‖ question to be answered in project justification is

how our proposal is going to solve the problem? And how our

approach is better, more innovative, more complex or less

expensive than any other organisation applying for grant? It has

to be remembered that one project will not solve all problems

defined in a problem tree. Well-designed justification which

will counteract a problem situation is a basis for developing

further elements of the project.


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For proper development of the project scope always remember

to:

Diagnose a problem,

Set general objectives,

Set appropriate activities.

When identifying an objective of transnational cooperation, one

should above all consider objectives of project activities at the


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national level and then reflect upon what type of cooperation at

the European level could let a project achieve those objectives

most effectively.

If the objective is defined in this way, it becomes clear what kind

of tasks and activities organisation or consortium has to plan in

order to meet the needs of the target group as well as to agree the

aims of the participation in the project activities by transnational

partners.

2.4 Target groups

The next stage of our work is to determine to whom we

address our project. Of course, an analysis of a problem shows

people / institutions most affected by it. All parties involved in

problem solving are somehow target group of our actions. The

size of audience depends on a scale of a problem and of

institutional ability to take actions specific number of people (our

potential). This may be 5 or 500 people. To define our target

groups we can use the questions below. Depending on specific

problem that we would like to solve some of them can be useless

and others more detailed. The most important is to illustrate the

actors of our activities in the clear and convincing manner.

While thinking about future target groups of project it is

valuable to consider:

To whom we address project activities? (age, sex, origin

of individuals, characteristic of organisation and their

employees)

What kind of status they have? (pupils, students,

unemployed, employed, disabled, volunteers/ employers

of the specific organisation, citizens of the specific city,

village, etc.,)

How many participants we are going to engage? (how

many individuals or institutions, what is our capability in

reaching these groups?)


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What kind of problems they face? (financial, educational

or social obstacles, cultural differences, geographical

obstacles, disabilities, psychological or health problems).

Why our target group is not able to solve problems on its

own?

To what extent activities proposed to solve a problem are

suitable for specific target group?

What kind of relations our organisation have with the

specific target group?

What kind of information and dissemination tools we

plan to engage the target group?

Are they interested in activities of our organisation?

How are we going to select the project participants? Are

we aware of equality rules and fair access to project

activities to all possible groups?

Beneficiaries

Beneficiaries are those who benefit in whatever way from an

implementation of the project. There are different types of target

groups (or beneficiaries) depending on the scope of project, aims

of the specific call and our idea about the project. We can include

participants or group of institutions. Sometimes in EU documents

and guides the distinction is made between target group and final

beneficiaries. Following this distinction target group(s) is group

or entity that will be directly positively affected by a project – at

the level of project activities. And final beneficiaries - those who

benefit from a project in long term perspective at the level of the

society or sector at large. We can also define project partners as

the agencies who implement projects with the support of the

donor directly.

Recruitment phase is also important part of a project. It gives the

assessors of our proposal that we are aware convinced who and

how we are going to select in order to perform the project

activities. Well prepared recruitment process will assure that all

activities are going to be implemented on time, according to the


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schedule. There is no one universal rule what are the best

practices in recruitment it all depends on our target group and has

to be closely related to it. The more specific recruitment tools

and activities the more our justification is rooted to project

concept and moreover it illustrate our deep analysis of future

participants.

Project stakeholders

The stakeholders‘ analysis is strictly connected with

defined project needs. It is a technique using to identify and also

to assess an importance of groups of key people or institutions

that may significantly influence the success of your activities.

They are not customers, clients, sponsors or members of a project

team. They can be less influential than the local, national

governments however they also play roles in the project. The

higher a public profile of a project the more interest of the

stakeholders groups it will generate. Simply they are public

groups interested in a value of a project. In addition to that we

can consider identifying possible partners for our proposal as

well as organisations/people already working in the area of our

project intervention as our competition. Doing so, we can easily

define possible weaknesses and strengths of our plans.

Stakeholders are engaged in decision making, they can influence

our activities, cause risks as well as help with project

implementation. They might become useful project partners even

though our project may also be implemented without their

contribution. They can represent possible political and social

impact. While identifying all project stakeholders we can

consider creation of a hierarchy - defining direct, indirect, and

others stakeholders. Direct stakeholder interests are the most

important goal of a project and they are the most involved in its

implementation. Indirect may be involved in a project to achieve

their goals. Others can in various ways effect implementation of

project activities or have neutral attitude towards our


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undertaking. The analysis of a project stakeholders and its

possible role within a project will help us to organise future work

and will assure the success.

Definition of target groups and project stakeholders

influence dissemination activities as well as project budget. It

also reflects participation of target groups in the project

identification and if our project respects the rules of equality.

Equality approach in promotional campaign involves using of

sensitive language for all kinds of disabilities and stereotypes,

using variety of images of women and men as an entrepreneurs

from different social and age groups, preparation of web sites

accessible to people with visual disabilities and avoiding


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unethical and incompatible with the EU policies forms of

advertising.

Properly designed promotional message takes into

account all representatives of the various groups, and adjusts a

form and transmission technology to meet their needs. Farsighted

project manager should keep in mind using enlarged print or

Braille for visually impaired or communicational tools to adapt to

needs of the deaf or physically disabled.

During defining project activities there are some aspects

related to the target group that can effect proper implementation

of our project in the future. We should check if training materials

are suitable for target group and in line with equality rules. The

duration of training will be also different taking into account

final target group. If our project aim at disabled people probably

we will need carefully planned expenses related to the needs and

form of disability – e.g. training rooms and toilets suitable for

wheelchairs, availability of parking spaces, special forms of

transport or participation of specialists (psychologists, care

givers, assistive people). If our project concerns visually

impaired persons we should remember about appropriate

marking all places where project activities will be performed. It

all seems very obvious and logical however preparing one by one

project proposal under the time pressure and facing all kinds of

problems with partners, communication with future stakeholders

or the project team sometimes the simplest and basic aspects of

the project give project manager the slip.

2.5 Aims of the project

A good understanding of the problem that we would like

to solve helps to determine easily objectives of an action and

clarify what the end state we want to achieve. In order to define a

scope of a project, it is necessary to establish the project

objectives firstly. An objective of a project may be to produce a


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new product, create a new service to provide within the

organisation, or develop a new bit of software. There is any

number of objectives that could be central to a given project -

and it is the role of the project manager to see that their team or

contractors deliver a result that meets the specified functions and

features.

Remember to write clearly!

A clear project description will be more effective and

more easily and quickly understood. The are many reasons

behind this advice: effective work on a project in the next stages

of implementation but also reducing unnecessary correspondence

or building goodwill. Before including specific jargon and

complicated theories it is always worthwhile to think who will

assess our proposal. It is highly possible that assessors of our

proposal will not be experts in the specific sector of our proposal.

It is worth to check evaluation criteria of the specific call that we

are interested in and try to include direct answer to each of the

criterion within the project description. Assessors will be looking

for these answers to find out if our proposal is in line with

defined aims of the call.

To define project objectives we can use the problem tree

described in the previous paragraph. The ―negative situations‖

identified in the problem tree are converted into solutions,

expressed as ―positive achievements‖. This will give us a picture

of a future situation that we would like to stimulate. Similarly to

a problem tree we should prioritize our aims and Illustrate

means-ends relationships. Priorities are those needs that are

identified as most urgent or likely to arise as the situation

evolves. Another words project aims are the answers to the

defined problems.

Objectives can be general and considered in the longer

time perspective. It illustrates how project proposal is in line


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with regional, national strategies or how the project aims are in

line with applicant organization‘s aims. Or can be specific and

short term – referring to identified tasks within a project.

Objectives are concrete statements describing what project is

trying to achieve. The objective should be written at a lower

level, allowing it to be evaluated at conclusion of a project to see

whether it was achieved. Using the SMART method helps us to

assist in creating a well-worded objective.

The most important features of the good project

practitioner is to be SMART as it also refers to

a project aims

S- PECIFIC tailored to specific problems

affecting certain groups in a specific place and

time

M- EASURABLE defined in measurable

values, verifiable in an easy way

A- PROVABLE (or acceptable, accurate)

agreed by all individuals, institutions, whose

participation is essential for project, accuracy

refers to a link among problems, goals and

results of a project.

R- EALISTIC feasible for implementation,

regarding external conditions and needs

individuals, groups, institutions to which a

project is addressed

T- IMEBOUNDED set in time, in which a

project objective will be achieved.

AIMS have

to be

SMART!


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SMART principle allows to check correctness of our

target. By reading the goal, we must see that it is concrete, it can

be translated into tasks

and it is likely to be met in a context of capabilities of our

organization or group. Moreover we must make sure that its

achievement can be demonstrated as well as that is possible to

measure what has been achieved.

Defining project aims we also create an area of project

intervention.

Source: wikispaces.psu.edu


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The figure above illustrates our project scheme. We have

already defined: our problems, aims of a project and its results,

we are aware of stakeholders‘ engagement and target groups of

our endeavours. What is the next step? One of useful tools for the

project managers is SWOT analysis:


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S (Strengths) – everything

that is an asset, advantage, the

advantage of an analysed

object,

W (Weaknesses) – everything

that is a barrier, a drawback of

an analysed object,

O (Opportunities) –

everything that can be

analysed as a chance of

positive change,

T (Threats) – everything that

can be analysed as a risk of

unfavourable changes,

Result of SWOT analysis

provides basis data for enhancing

strengths, investigating opportunities, resolving, where possible,

weaknesses and constraints and explaining an inevitability of

some of the latter.

2.6 Project results and indicators

Project results

Regardless of a manner of project preparation whether

we use one of project management methods or if we rely on our

own experience from previous undertakings a structure of a

project enforces logical and coherent system - starting with an

analysis of problems, defining objectives, describing actions and

ending with planned results. Some project practitioners associate

project indicators as yet another bureaucratic requirement, design

element that should be considered, although have no direct

impact on a project. This applies particularly to social projects,

where effects of actions are often not obvious and their

measurement difficult and complex. Quite different is an issue of

Source: http://marcguberti.com


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indicators in investment projects or supporting productive

activities. Sometimes project managements is called – result

oriented project management and projects are also result-

oriented. The origin of this concept stems from a belief that an

action based only on procedures and laws do not produce desired

effects for a target group. The result oriented action assures

realization of project aims.

The result – oriented management consists of following

activities:

defining realistic outcomes that can be achieved based on

proper diagnosis,

identifying of needs and activities suitable for groups of

beneficiaries,

continuous monitoring of achievements with support of

appropriate indicators,

identifying risk management in a context of results

planned to achieve as well as necessary resources to

achieve them,

upgrading skills through constant assessment of

achievements,

taking into account conclusions of an evaluation while

making future decisions,

reporting achieved results and resources involved,

Clear and precise definition of objectives of an action with

some flexibility in their implementation combined with progress

monitoring system increases an efficiency of project activities.

Indicators are important taking into account few aspects of our

project plan: improving a quality of management process,

strengthening accountability measures as well as improving

indicators monitoring system on a higher level (the national

programmes, the European programmes).

There are three types of project results that can be defined:


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Output - a first level of results. They are products, goods or

services that are produced within project implementation,

including changes arising from the intervention that are relevant

to the achievement of outcomes. They are the most immediate

effects of an activity, results over which we have the best control.

Project outputs are related to the specific objectives of the project

proposal.

Outcome – the second level of results. Outcomes are the likely

or achieved medium-term effects of an intervention‘s outputs.

You have less control over outcomes than over outputs, but they

are important as they illustrate the tangible changes you are

trying to bring about in your work. The project outcomes –

should be developed in relation to the general objective of the

proposed project.

Impact – long term results of project implementation can be

positive as well as negative, direct or indirect, expected or

unexpected. They present ―the bigger picture‖ of changes caused

by project activities. Impacts are connected with underlying goals

of the project and justify its actions. The project impact is an

added value that we would like to cause via project

implementation.

In different EU related literature different explanation of

the terms ―effect‖ and ―impact‖ can be introduced. The most

popular definition explains ―effect‖ as immediate results for

direct beneficiaries and ―impact‖ as effect in the long-run and/ or

applicable to a wider, usually undefined public. There are also

examples of treating impacts and effects as perfect synonyms.

Clear and specific definition of what is planned to be

achieved allows for directing activities better on a main objective

of our project. It increases chances for the project effectiveness

and a costs optimization. It also allows reducing risks of failure

at an implementation stage of the project. Each result must be


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measured and documented. When planning results, we

immediately think about how we will measure them and what

documents will confirm their achievement. Following tools for

measuring an achievement of results can be found in different

projects: tests, exams, assignments, quizzes, surveys, plans – to

―measure‖ knowledge, skills, skills of participants.

A common mistake made when formulating the project is too

many products and results, which are not always directly related

to objectives of the project. This leads to disruption of the project

concept, difficulties in understanding the logic of actions and

relationships. If as a result of the project there will be additional

benefits it is better to describe it as the added value of the project.

Project indicators

The process of defining indicators forces us to clarify our

objectives. A good indicator is undoubtedly important for the

project, targeted – with details described (e.g. how much, by

when, how many?) cost – effective, independent (from other

activities planned) and easy to verify.

Indicators should be verifiable: quantitative, qualitative, and

time-bound measures that constitute evidence of an extent to

which project aims have been met. Indicators illustrate the level

of accomplishment of general aim of the project.

There are few types of indicators:

Resource or input indicators - refer to a budget allocation

no each level of support.

Financial indicators - monitor progress on commitments

and payments in respect of an eligible project costs.

Output indicators – refer to a progress in products

delivery,

http://pl.pons.com/t%C5%82umaczenie/angielski-polski/undoubtedly


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Result indicators – refer to effects of project activities.

They provide information on changes caused by project

activities.

Impact indicators – define an impact of a project, wider

than immediate effects of project actions. An impact can

be direct – appearing after a certain period of time but

still directly linked to project activities. We can also

define global impact – long term effects that have

influenced wider population than target group.

A product, result and impact indicators are usually applied as

indicators for monitoring project implementation. Product

indicators define all that has been produced by within project.

Result indicators refer to benefits of a project - a change that was

planned in the phase of the project identification. Results that we

are going to measure have to be directly linked with aims of our

project. Impact indicators are the most difficult to define. It is

easier to define what was produced within the project or what the

benefits for our target groups are. An impact has to be verified in

a longer period of time and defined for project end users as well

as wider public.

It is worth to mention why we have chosen specific activities

and manners of its implementation (our experience, needs of

customers, etc.). For an implementation of each action we have

to assume a certain time. The project schedule will allow us to

predict how long an entire process and individual tasks actions

will last. During defining our work on schedule, at the first stage

we have to estimate duration of each task in the project. There is

another distinction among project indicators that project manager

has to be aware. Quantitative indicators – illustrating ―the

numbers‖ (such as the number, the percentage, the quotient).

Qualitative indicators reflect human beliefs, opinions,

perceptions and attitudes towards a particular issue. They may

take into account changes in a level of satisfaction, impact,

awareness, understanding, attitudes, quality, perception, dialogue

or general welfare. Qualitative indicators can be an important


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alternative for quantitative indicators. In many areas it is difficult

to match appropriate indicators for planned results and specific

actions. It happens that indicators are selected not as the most

optimal way to measure but (due to e.g. data availability) as the

only one possibility of the delivery quantitative data.

Proxy indicators

There are situations that we are not able to define or

collect appropriate data in order to verity project results. In these

cases there are proxies that measure a change caused by project

activities indirectly. Indirect or "proxy" indicators are used to

demonstrate a change or results where direct measures are not

feasible. Some objectives, particularly impact objectives, are

difficult to monitor. It is often necessary to select indirect or

proxy indicators that may be easier for evaluators to measure. For

example, an effectiveness of a child health programme - the best

measure would be a mortality rates. These rates are difficult to

determine over short period of time. For this reason, a proxy

indicator, such as a percentage of births that are attended by

trained health personnel and an availability and frequency of use

of health facilities may be used. SMART rule can be good

guidance in defining the best set of indicators for a project as

well as in defining it aims.

Some factors have to be remembered during a

formulation of an indicators system. Indicators have to rely on a

credible and up to date data and be linked with all project

activities. If we are going to use statistic data they have to fulfil

the highest methodological standards in terms of sample

selection, realization of the research, data processing and

analysing. Indicators should not rely on strong external factors

(like the weather) or factors that cannot be explained. We have to

be careful towards indicators that may be influenced by political

or economic factors as well.


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The table below illustrates examples of the results

divided into few categories that can be found in educational

projects.

Result category Examples

Products o reports and comparative studies,

o handbooks and training tools,

o innovative education and training modules,

o new curricula and qualifications,

o guidance material for new approaches and

methodologies,

o demonstrator, prototype,

o online education and training material (e-

learning)

o conferences and cultural events,

o seminars, debates, symposia,


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Methods o increased knowledge of the participants

within a certain field and topic,

o cooperation processes and methodologies,

o managerial lessons learned and know-how.

o exchange of ideas and good practice,

Experiences o experience gained by the project partners

in the management and undertaking

transnational partnerships,

o experience gained by individuals, e.g. from

mobility visits,

o exchange of experience best practice

through the establishment of networks,

Policy lessons o drown from the overall experience of

project within a programme of from

individual projects that are particularly

innovative or effective,

o feedback to inform policy making

European

Cooperation

o new or extended European partnerships

Means of verification:

Each of indicators that we define for our project has to have a

source of data collection. There are four basic groups of data:

1. Monitoring data – collected during project

implementation,

2. Data from public administration reports,

3. Statistic data,

4. Own research and experience.

Defining project activities we should keep in mind:

1. If activities are complex?

2. It activities respond identified problems?

3. If we are aware of empowerment principle?

4. If our activities are innovative for target group?


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5. If we can generate an added value within project

implementation?

We should define a type and scope of data needed to

monitor a project progress during an identification phase. Once

the project is implemented it may be too late to introduce

appropriate mechanisms. If we will need a data collection there

should be specific system developed before our activities. We

have to plan who, how and how often will gather data that we

would like to use as a indicators. If we would like to rely on an

official data from public administration or any other organisation

we have to make sure that it will be available by the time

indicated in project proposal or if we will have to pay to receive

it.

If you undertake projects in mind,

never leave for tomorrow.

Description of monitoring indicator will help to define precisely

what will be monitored.

1. type of indicator (product,

result, impact),

2. name of indicator,

3. precise description – what

will be measured

4. unit of measure and form of

data collection,

5. method of calculation (if

applicable)

6. frequency of measurement

7. terms and costs of data

collection

description of

an indicator


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2.7 Project schedule

In order to achieve project goals, we have to take certain

steps in a previous stage of our project. We should organize all

activities within a time framework, define what is the most

essential and designate specific milestones. It is also necessary to

select appropriate methods of implementation of each individual

task. No matter if our project lasts 2 months or 2 years each has

to have defined work plan with start-end dates and work

packages of activities. Work packages have to be defined in a

proper order, according to planned progress of tasks. Good

project planning will help us to save a lot of time and efforts

during its implementation. Project work plan should also include

delivery dates of a midterm and final evaluation of the project

results, deadlines in delivering specific tasks by project partners.

2.8 Project budget

Project budget is a fundamental part making a project

successful. Proper estimation of project‘s expenditures is a half

of project success. It is worth to underline that one of the

evaluation criterion is the cost effectiveness of an operation

which include: a general coherence of budget breakdown, clarity

and consistency of estimated budget description and justification

of expenses as well as the degree to which a level of output and

impact of a project is proportional to an amount of requested

grant. Preparation of a project budget is one of the most

important parts of proposal. Overestimated budget can cause

poor evaluation by the Evaluation Committee and lack of

financing, underestimation can bring additional internal costs. If

a level of financing will be unsatisfactory – project partners will

have less motivation in its implementation or a quality of work


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will not be as high as initially planned. Each of the EU

programme has different financial guidelines and catalogues of

costs eligibility. A primary rule is to plan project budget with all

parties who will be responsible for its implementation in the

future: ask partners about their staff costs and its‘ internal

financial policies (regarding staff rates, traveling, etc.), check the

market prices or if needed do research and compare prices, divide

costs among partners and prepare a list of eligible costs based on

the guidelines of the call. For international projects some cost

categories can be different – following national prices and legal

aspects. It is always good idea to base plan of expenses on the

previous project and opinions of experienced project managers.

Good practices from the previous activities help to avoid the

mistakes in a budget preparation.

Depending on the specific EU programme or national

programme a list of an eligible and an ineligible costs can be

slightly different, rules of financing can be different as well as a

system of payments, however some principles have to be meet in

all EU programmes:

1. Project expenses have to be related with project

objectives. It has to be proven how expenses are related

to project activities. They have to be relevant and

directly linked to an execution of a project, also in

accordance with a work plan as well as necessary for its

performance.

2. Project expenses have to be realistic and cost – effective.

All expenditures should be planned so as to receive the

best value for money. They have to be reasonable and

justified and they must accord with principles of sound

financial management.

3. Project budget has to be in line with the specific

guidelines of the call.

4. They must be incurred by the legal entities/institutions of

the official consortium.


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5. All expenses need to be generated during a project

lifetime.

6. Must be actually incurred by a beneficiary and members

of a consortium and be recorded in their accounts in

accordance with applicable accounting principles.

Moreover they have to be declared in accordance with

requirements of an applicable tax and social legislation;

7. They must be identifiable and verifiable.

Following above rules will lead to the good project

assessment and receiving the grant and it‘s just a half way

through. Even if expenses are planned according to an eligibility

rules does not mean that it will be eligible in the end of the

project. In order to assure that all expenses that were planned in

our project description are well planned, good project manager

has to follow some rules during project implementation as well.

Project expenses have to be actually incurred and recorded on the

financial accounts of the organisation as well as identified with

the specific project. The basic rule for the implementation of the

project budget is to follow the relevant national and Community

laws and avoid excessive and reckless expenditure.

It is worth to underline that not all the project expenses can be

properly evaluated during the first stage of the project assessment

some can be truly verified during the reporting of the project

implementation. The project will run smoothly if the budget

would be based on the realistic plan and real costs. The better

you specify all the costs of tasks, the better chance of developing

a good budget for an entire project. It is therefore advisable to

use all the sources of information available.

While planning and also implementing project activities

some issues should be remembered:

Identification of a project in an accountancy of an

organisation,

Clear relation between project expenses and activities,


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Clear situation concerning VAT eligibility (organisation

has to provide proofs if is able or unable to recovering

VAT)

All expenses should be incurred within a timeframe of a

project.

Separate bank accounts (if needed),

Clear rules on foreign currency cash transactions,

Types of project expenses:

There are two common types of project expenses. 1. Direct

costs which are strictly related to project activities. Although not

exhaustive, the following list shows examples of project

expenses:

Management costs - organizational aspects of a project

that assure proper implementation of planned activities,

Staff costs – trainers, researchers, managers, experts,

technical or administrative staff,

Travel costs (in relation to project meetings,

dissemination activities, trainings, internships, etc.)

insurance costs and subsistence costs related to traveling,

Audit costs,

Costs related to dissemination activities like – project

websites, printing materials,

Equipment essential for proper implementation of all

tasks planned,

―Other costs‖ – related to a project activities that have

justification

The second type of expenses are indirect costs which are

defined as all costs related to an administration of a project,

communication costs (postage, fax, telephone, mailing,

etc.),sometimes bank charges for the transfer of funds to the

partners of the project, infrastructure costs (rent, electricity, etc.)

of premises where a project is being carried out, office supplies,

photocopies. Even if s project is affordable and bankable, does it


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represent value for money? Just a thorough understanding of

what it takes to guide a project from bright idea to bottom-line

result.

Project – as a cycle

Project manager and project team have one shared aim:

to carry out work for the purpose of meeting project‘s objectives.

Every project has a beginning, a middle period during which

activities move project toward completion, and an ending (either

successful or unsuccessful). Among project management

theories there are methodologies defining project from the

beginning – from an idea to its closure while others refers only to

some elements of the project management. The Project

Management Institute (PMI) identifies four major phases of a

project as characteristics of the project life cycle. These four life-

cycle phases are initiation, planning, execution and project

closeout. Taken together these phases represent a path which

project takes from the beginning to its end and are generally

referred to it as the project ―life cycle.‖ Project life cycle helps

determine what work should be done in each phase and who

should participate in an individual phase. Establishment of

repetitive phases of the project life cycle is popular in theory as

well as in practice, while these theories differ in approach to the

types of phases and their order.

Phases of the project – based on the Project Cycle

Management recommended by the European Commission were

defined in 1992. This theory of project management assumes that

project is a finite and cyclic number of six processes

implemented within a project: programming, project

identification, formulation, appraisal, implementation and

evaluation. During years the cycle was simplified to five phases:

programming, project identification, formulation, implementation

and evaluation.


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Programming phase refers to processes on a

government‘s level (national or international), the strategic

decisions about directions of development activities. Indicative

programmes focus more on an achievement of global objectives,

in specified sectors, in macro-economic and social terms.

Programming phase is not directly linked to an individual

project. Its aim is to define general problems and areas of

intervention. At the end of the programming phase the calls for

proposals are published in order to find the best solutions to

diagnosed problems.

Identification phase – in this phase project ideas are

evaluated. It refers to analysis of relevant project ideas, analysis


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of problems, groups of intervention and stakeholders. The

identification phase gathers information on the current situation

of beneficiaries, while the formulation phase requires

information on potential technical solutions. The identification

phase aims at defining basic objectives of a project.

Project appraisal phase (initial PCM concept) - This

phase was also often called formulation process, referring to a

process of formulating specific project plans. It was focused on

feasibility, sustainability and quality of suggested intervention

and project plans. Groups of beneficiaries and stakeholders

defined in an identification phase participated actively in detailed

specification of project idea.

Formulation phase – At a stage of formulation project

ideas pre-described in a previous phase are developed in detailed

plans. Project beneficiaries and stakeholders take an active

participation in determining a scope of project to determine

chances of success. A basic tool used in this phase is a logical

framework. It allows to define objectives and choosing a right

strategy, according to which objectives of a project will be

checked and indicators defined. Project formulation phase

precedes preparation of a specific project.

Implementation phase – set of activities regulated by a

financial agreement. During this phase, ‗activities‘ are carried out

and ‗results‘ are delivered to beneficiaries. Indicators defined in a

logical framework related to controlling activities are essential

within this phase. Project proposals are approved by financing

committees and an official relationship with implementing

agency is established in a memorandum or financing agreement.

In EU terms, a contract is signed with beneficiary institution,

which often are equates to consulting company or implementing

agency.

Monitoring and Evaluation: Monitoring allows project

managers to regularly oversee an implementation of activities. It


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ensures that information is collected, analysed and fed into

decision-making process. A mid-term or review evaluation aims

to generate ideas on how to make a project more effective and

efficient. The last phase of a project cycle aims at assessment of a

project regarding its relevance, effectiveness, efficiency, impact

and sustainability. The final evaluation is an assessment of the

success of the project.

This management style highlights three basic principles:

1. Decision making criteria and procedures are defined at

each phase,

2. Phases in the cycle are progressive.

Each of phases should be completed for the next to be

tackled with success.

3. Results of one project are a basis for new project and

new programming.

2.9 Equality

o Gender equality

Beginners in EU projects should know the meaning of term

gender – as it refers not to the biological sex but to cultural

aspects of understanding differences between men and women.

Gender means acquired characteristics and not innate, that are

attributable to men and women in different cultures. Gender is

changing and shaped by different communities. It refers to time

dimension – as it was changing over the centuries – like women‘s

participation of in education, changes in low regarding paternal

rights. We can also find a spatial dimension related to cultural

and geographical context since there are various patterns of

perception men and women in different societies.

Gender means also relations between men and women. In

standard patriarchal culture power is assigned to men and women

are characterized by submission and subordination. Measures of

gender equality include access to basic education, health and life


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expectancy, equality of economic opportunity and political

empowerment. Although there have been evident progresses

many alarming issues regarding gender discrimination still

prevail today. Therefore, total gender equality must be made a

global priority as a fundamental step in both human development

and economic progress.

There are many inequalities that we are not aware of. In

some countries women are not allowed to drive or have to wear a

special type of clothing covering all body or face sex-selective

abortion. There are countries where women face more obstacles

in divorcing than men, do not have the right to travel. Women‘s

unequal legal rights increase their vulnerability to violence. In

many countries or regions there are no existing specific laws or

provisions to penalize domestic violence, even though domestic

violence is a widespread problem. The violation of women

crosses all social classes, racial differences and also cultural

aspects.

Equality between women and men is one of the

European Union‘s founding principles. It goes back to 1957

when the principle of equal pay for equal work became part of

the Treaty of Rome. The European Commission adopted a

Women‘s Charter on 5 March 2010 and committed to

strengthening gender equality in all its policies. To translate the

Women‘s Charter‘s objectives into reality, we adopted an action

plan for promoting equality between men and women – the

Gender Equality Strategy. The European Union‘s objectives on

gender equality are to ensure equal opportunities and equal

treatment for men and women and to combat any forms of

discrimination on the grounds of gender. The issue has also a

strong international dimension with regard to the fight against

poverty, access to education and health services, taking part in

the economy and in the decision-making process, women's rights

and human rights as well as gender pay gap.

The priorities in gender sensible practices are defined in

the European Commission‘s documents that can be used as a


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general framework in gender mainstreaming for a project

planning and implementation.

o Strategy for equality between women and men 2010-

2015

Is the Commission‘s strategy for improving a place of

women in the labour market, in society and in decision-making

positions both in the European Union and the world? It is

considered as a basis for cooperation between the Commission

and the other European institutions, Member States and other

stakeholders, as part of the European Pact for equality between

women and men.

The flagship initiatives of the strategy:

Promotion of equality in EU funding (one of the aims of

the Europe 2020 strategy);

Promotion of female entrepreneurship and self-

employment;

Assessment of the workers‘ rights in terms of the

reconciliation professional life with parental

responsibilities;

Assessment of the EU members practices with regard to

childcare facilities;

Gender issues related to the immigration and the

integration of migrants;

Equal pay and equal work initiatives;

Promotion of gender balance in decision making;

Combating the gender based violence;

o Strengthening the commitment to equality between

women and men: a women ’s charter

The Commission has adopted a Women‘s Charter to

improve the promotion of equality between women and men, in

Europe and throughout the world. Gender inequalities have direct


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consequences on economic and social cohesion, on sustainable

growth and competitiveness, as well as on demographic changes.

The basic issues indicated in this document tackle: economic

independence, equality regarding salaries and the representation

in decision-making, support for women‘s dignity and

independence and anti-violence practices.

o Gender mainstreaming

Is a basic term regarding the equality policies? The EU

adopted its gender mainstreaming approach in 1996. Gender

mainstreaming is a tool to identify and diagnose causes of

inequalities in the society and enhance activities as well as

policies aiming at the equal participation of the women and men

regarding personal and professional life. There are many factors

causing an unequal work and life conditions like gender, religion,

ethnicity, education, disability, sexual orientation gender

mainstreaming priority is to explain and root out the deep-seated

and often hidden causes of inequality. Gender mainstreaming is

not an initiative for women and women‘s rights only. It is about

reducing poverty, boosting economic growth and strengthening

citizenship. It also means long-lasting changes in society,

transforming parental roles, family structures, and the


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EQUALITY

organisation of work, time and even institutional practices and

ensuring that initiatives not only respond to gender differences

but seek to reduce gender inequality.

Good project proposal is ―gender or equality sensitive‖ –

respects rules of equal participation and involvement in project

activities and can be found in many aspects of your proposal such

as:

staff recruitment processes,

remuneration policies,

equality is in participation in project ‘s committees,

boards, steering groups,

events, meetings, trainings without barriers to

participation

(also location accessible for the disabled),

commitment to organization‘s volunteers, partners,

stakeholders, participants,

During a project designing phase you

have to indicate and justify where and to

what extent your project will be focused

on equality.

Taking care of equal opportunities is

active operation and planning solutions in

order to help reduce barriers of various

social groups in free access to goods,

services, information and infrastructure.

There are two aspects of a proposal that can be evaluated in

terms of equality.


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1. Internal procedures regarding project management and

management structure

This means how gender issues are reflected in your

organization‘s policies. Is there a equality-related policy

concerning recruiting, staffing, equal pay and membership within

an organisation, partnership? Do you offer flexible work options

for women and for men staff? Or any other factors determining

equal opportunities in project management? Is there

dissemination campaign suitable for all target groups?

2. External activities planned within the project.

This part refers to policies regarding project target groups. Is

there a gender – sensitive recruitment strategy? Have you

analysed how many women and how many men access your

services or participate in your activities? How needs of a target

groups were diagnosed? Did you take into account participant

with special needs? How you assure an equal access to the

information and to the participation in project activities? Will our

proposal have any influence on policy design? Defining actions

regarding equality is a half way to the success within this section.

We have to also define how we are going to evaluate our

activities.

Within projects related to human resources the most

important part is approach towards target groups and equal rules

for participation in project activities. Notwithstanding there are

also other types of projects where widely understood ―equality‖

has to be implemented.

Below some examples of equality related issues:

access to the Internet and new technologies,

presenting stereotypical images and attitudes in promotional

and informational materials,

active ―fathers role‖ and related infrastructure needs – baby

changing table in male toilets,

http://pl.bab.la/slownik/angielski-polski/baby-changing-table

http://pl.bab.la/slownik/angielski-polski/baby-changing-table


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barriers in women‘s entrepreneurship,

different needs in the context of travelling or insurance,

women‘s health and safety,

We have to keep in mind equality means also an equal

treatment for disabled in our projects. It refers to all social

groups which may face discrimination. Measures aimed at people

with disabilities reflect in availability of buildings or means of

communication or psychological, therapeutic support. The equal

opportunities principle is understood in law and strategic

documents of the European Union in two ways: as a principle of

equal treatment and non-discrimination practices as well as

obligation to plan countervailing action if we face the inequality

or social exclusion.

During the project identification phase we can develop

equality analysis and gender analysis, it will help us to define

specific situation of men and women – representing different

kinds of vulnerable groups in relation to our specific project

problem, present quantitative and qualitative data related to our

problem and finally identify barriers in equality for all the groups

within a project and their needs.

Equality/gender impact assessment examines impact of a

project, program or activity on the men and women representing

different kind of groups. It helps us to check if activities within a

project provide for justice and equal opportunities and answer the

specific needs of target groups.

Following the equality rules do not only mean ―not causing

inequality‖ or direct project activities towards less represented of

groups according to general statistics. Remember to invite

representatives of possible target groups to participate in the

formulation a project idea. It is also worth to define various

channels of information to have information about the project

easily reached by excluded groups. It is always valuable to

http://pl.bab.la/slownik/angielski-polski/quantitative

http://pl.bab.la/slownik/angielski-polski/qualitative


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organise trainings, seminars or workshops about equality policies

for project team members and fight with stereotypes that can be

find in our everyday work.

In a context of European project there are some basic

inequalities highlighted in the EU documents like lack of the data

and researches concerning excluded groups, the pay gap, low

women participation in governments, where the female sex

constitutes slightly more than 50% of the population, only 14 of

the total 200 governments, or 7%, are headed by women.

Another problem is low participation of women in universities in

the fields of science and engineering. Another important issue

crossing different types of excluded groups is usability of

information and communication technologies (ICT) and Internet.

This issue tackles wide range of different problems in the

societies from financial and economic status, age, level of

education or living in excluded, mostly rural areas.

2.10 Consortium

Partnership is a dynamic and complementary relationship

between diverse actors in which added value is achieved by

working together rather than alone. There are different types and

levels of partnerships within range of the EU programmes,

however each of them should be based on few general rules:

1. Based upon a clear understanding of national settings

and policy challenge,

2. Discussed and defined with stakeholders,

3. Communicated clearly and succinctly.

There are two ways of project management within a

consortium - formal and informal. Both of them have some

advantages. The former contain clear division of partner‘s

responsibilities and rules of cooperation, has legal power,

visibility and defined results and financial responsibilities. The


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latter is flexible, action oriented and based on creative work

rather than formal regulations. Both of them have also

shortcomings – excessive administration (1st) or unclear

responsibilities and work organization (2nd

). Depending on a type

of consortium members different kind of cooperation is more

suitable. With new partners it is always better to sign a formal

agreement with reliable long term co-workers too much paper

work is just wasting of a time. The important factor in building

project consortium is a scale of project activities. Large projects

have wider impact and better visibility, enhance innovation but

also require strong and experienced organizations with suitable

resources. Small project on the other hand are closer to local

needs and end users are more detailed and focused on

inclusiveness. Partnership models can be implemented

horizontally, by cooperating across similar levels e.g. between

national and federal institutions and ministries; or vertically,

through connections between national, regional and local levels.

In some countries, partnerships are being developed at the local

or regional level with formal agreements among partners at the

national level. Other models are characterized by a ‗full-matrix‘

approach with formal and informal agreements between partners

at different levels.


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Why a partnership is important? The central

justification for working in partnership is that by drawing upon

the resources and competencies of different social actors a

common goal can be achieved in a more effective, legitimate and

sustainable manner then when each operates separately.

(Tennyson, R. The Partnering Tool book, IBLF and GAIN, 2004

p.5.)

Alone we can do so little,

together we can do so much.

International cooperation is one of main goals described

in the Lisbon Strategy for Growth and Jobs and it‘s fundamental

to the implementation of European Cohesion Policy.

There are many advantages of partnership in a project

proposal:

1. Better focus on project goals,

2. Improvements to organization‘s management procedures,

3. Opportunity of using additional resources, expertise.

4. It creates innovation.

5. It helps to strengthen networks of organisations,

exchange of good practices,

6. Partnerships promote empowerment of actors, the

increase of trustful relationships as well as competencies for

working together,

7. Partnerships support stability and sustainability of the

implemented actions.

In many EU projects a basic contact with project partners is

carried out via e-mails exchange or Skype conferences.

Sometimes we ask partners for some information, tasks, actions


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etc. but waiting for their answer for a long time can give poor

results.

In order to build good partnership some rules have to be

taken into consideration. There have to be reasons behind low

participation of lack of participation of the partner that we forget

about or are not aware that they exist. Even small symptom if

neglected can cause risks or failures during project activities.

Some of them are described in the table below:

SYMPTOMS IMPROVEMENTS

Partners disenfranchised - have

no ‗say‘ or not asked to

participate in right way

Re - asses channels of partners‘

involvement

Indifferent - have no clear aims

of a participation or do not

believe in a project success

Review participation of this partner

and/or define additional incentives

Timid – with lack of confidence Find another way of

communication, or tools how to

encourage them

„Busy‖ – partners – there is

always something causing

problems – lack of time, staff,

money etc.

Define timetable of tasks preformed

and remind about deadlines

Hesitant - are not convinced

about sense of project

Try to generate other possibilities

related to project actions

Project consortium, particularly international brings an

added value to overall project implementation. There are many

aspects of expertise or experience taken into account while

forming the project consortium. It depends mostly on project

activities and aims defined what kind of skills, competences or

products are important for consortium, it can be:

http://pl.pons.com/t%C5%82umaczenie/angielski-polski/hesitant


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1. Experience in project management,

2. Exchange of products, know-how, information between

partners,

3. Multicultural and multinational work experience,

4. Enhancing innovations in broader perspective,

5. Allowing project to have a broader scope and farther

reach of activities,

6. Ensuring proper/high level of quality management,

quality procedures,

7. Participation of international experts,

8. Gaining a new perspective on problems, solutions and

methods,

9. Access to new target groups,

Noteworthy, an added value should be identified for each

project partner. For the highest level of engagement of all

consortium partners it is important that each of them have own

aims, goals and added values in established consortium. The

more benefits they see, the better quality of work they will

perform. If the project work is to be based on the partnership

principle, we should avoid too large a disproportion among the

partners. This risk exists when, for example, a large partner from

the business sector goes into a partnership with a small non-

governmental organisation and a local administration body.

Tips for proper consortium management:

1. Choose partners carefully, thinking about long term

cooperation, their experience, financial capability, resources

and willingness to be a part of work,

2. Always clarify a purpose of actions/projects,

3. Follow an organisational structure – task division and

partners roles,

4. Keep the deadlines, if needed remind about activities,

delays, expectations,


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5. Ask for feedback about communication and

management,

6. Be aware of differences (cultural, religious, social etc.),

7. Always make sure that everybody involved in project

implementation has the same information (work – related

material), the same vision of tasks planned in the future as

well as project goals.

8. Remember that good cooperation requires sufficient time

devoted for the partner – to get to know each other‘s

organizations‘ work organisation etc.

9. Different players in the consortium can bring an added

value of the project, however too big differences between

and among partners can cause aggression, lack of respect or

lack of engagement in the project instead of the good work

in friendly atmosphere.

Cultural differences within the consortium

Despite advancing globalization and unification of rules

of cooperation in various European countries cultural diversity

still is of great importance both in personal as well as

professional. Understanding and acceptance of cultural

differences will enable effective international cooperation.

Problems arising from diversity may relate to: various work

styles, different time zones, ignorance of national customs

(norms of good behaviour accepted in one country may raise

confusion or surprise in others) and distance, improper behaviour

in business relations. While planning phase it is valuable to know

rules of showing emotions in public places, expectations

regarding the use of touch, gesture, gaze and respect the time and

agreed schedules in the partner countries. The types of behaviour

considered as positive and negative as well as dress codes also

play an important role in international relations. Taking actions

to get to know the cultural diversity of partners will help

avoiding the most of misunderstandings and problems associated

with the differences. In addition to project meetings there are also


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integration meetings needed that will allow consortium members

to better understand the different historical, cultural, mental

barriers between representatives of different nationalities.

2.9 Risk management

What if?

Imagine that you run

a project. It can be

easy and pleasant

work with friendly

people but if

something goes

wrong – your work

can be your

nightmare. During a

project preparation

we have to plan

unexpected things

that might happen

and disturb our

project plan.

Assumptions and risks are external conditions that

are outside the control of the programme. The achievement

of aims depends on whether or not assumptions hold true and

risks do not materialize. Risk management cannot eliminate

risks, but it offers the best chance for successfully accomplishing

your project despite the uncertainties of a changing environment.

The following steps characterize risk management:

1. IDENTIFICATION – defining all risks relevant to a

project, whether during its construction phase or its

operational phase;

2. ASSESSEMENT – ascertaining the likelihood identified

risks and its‘ importance as well as consequences if the

risk will occur;


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3. ALLOCATION – assigning responsibilities for dealing

with consequences of each risk to one of project partners

or team member or any other specified mechanism

agreed among team members which may involve sharing

the risk.

4. MITIGATION - attempting to reduce the likelihood of

risk occurring and a degree of its consequences for a

risk-taker;

5. MONITORING - monitoring and reviewing identified

risks and new risks as project develops and its

environment changes. This process continues during a

project life cycle.

Every activity has a possibility of risks and unplanned

events. In good project plan some of risks can be foreseen.

However the best countermeasure is to plan the project

responsibilities carefully with the full participation of the project

partners. If all the project actors will be engaged in the planning

phase, there is a big chance that the project will be implemented

easily.


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Examples of the risks in the project

Brief Description Mitigation measures

1. Delays in work

progress within

consortium

Monitoring of work performance by Project

Leader. Delegation of a quality management

leader in each work pack. If project manager has

significant experience in project management a

probability of that problem to occur is minimal.

2. Lack of

communication

among consortium

members

Satisfaction surveys. Online tools can be used to

improve communication loops.

3. Lack of agreement

among consortium

members

Steering group – in charge of all strategic

decisions.

4. Internal difficulties

resulting to low

productivity

Redistribution of resources among team

members in a fast and efficient way. Project

partners should have multidisciplinary skills and

competencies in order to collaborate effectively

even if a partner for a specific task has not (as a

result of an unfortunate event) the capacity to

fulfil project‘s obligations.

5. Failure one or more

partner to complete

tasks

Structure of consortium should assure proper

implementation of all the project objectives

even if one or more of the partners fail with

their activities.

6. Lack of interest

from target groups

in project activities

Additional dissemination activities, conferences,

meeting with stakeholders could be

implemented.

Consortium should develop a dissemination

strategy before a project implementation.

8. Withdrawal from

the partnership

(partner or team

member)

Reallocation of the tasks and budget on rest of

the partners/ staff capable to provide activities.

In the beginning of project activities –

recruitment of the new partner of member of

team.


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Usually an identification of project risks take place

during a project planning phase but there are also some risks

which will have a bearing on whether the organisation wants to

undertake the project or part of activities. This risks concern a

general project objectives, rules or even an ethical, cultural issues

of planed actions. These risks can be identified by asking right

questions and estimation if the mitigation strategy will be enough

to assume the risks. Risk management needs to be conducted

from the start of the project, constantly discussed and monitored,

and involve all members of the project team. Risk management

affects all aspects of your project – your budget, your schedule,

your scope, the agreed level of quality, your communications and

stakeholder engagement, the success when the project‘s output is

implemented, and so on. Remember that some risks can be

positive (i.e. opportunities), as well as negative (generally

referred to as risks). The key is to demonstrate positive

behaviours in a way that ensures risk management is kept at the

forefront of all your project activities. There is always the

potential of 'unknown unknowns' impacting your project, but the

more you can assess reasonable risks from the start of the project

and actively manage them throughout, the better placed you will

be as a team to realise a positive outcome for your project.

Depending on the amount and quality of information we can talk

about risk:

regular – we are aware of this type of risks because it is

natural for business processes,

acceptable - which we can afford,

unacceptable - exceeding the permissible level.

Risk is a natural economic phenomenon and cannot be

eliminated. It can however be limited (reduce) by identifying,

developing, to study possible future conditions, adequate

monitoring of the implementation of tasks, diversification of

activities and the rationalization of risk (like decision-making,


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taking into account the level of risk analysis results). It is

especially important to assess the risks in the international

projects where the costs of the communication and

implementation of project activities are very high and you have

fewer opportunities to meet in person with the rest of the team.

The changes on the marker have to be observed carefully as well

as partner‘s work.

2.11 Successful project proposals

Undeniably there are differences among programmes, its‘

guidelines as well as the national regulations in all the EU

programmes however there are some basic criterions that can be

followed during the preparation phase of a project proposal:

o Relevance

- of actions eligible in the specific call as well as relevance of

consortium established for project,

- justification of needs and problems of target groups and how

the actions planned are in line with general objective of the

call.

- relevance means also that target group/activities planned fall

within the scope of the call.

o Quality

- Quality of project design and implementation – technical

and organizational aspects which indicate that project leader

is prepared for project implementation. The proposal has to

show that all the phases of the project have been properly

developed to realise its objectives and it should include

realistic, well – planned timetable. Proposal foresees

methods and set of activities in order to monitor progress

and management of risks

- Quality of project team – staff proposed for an

implementation of the specific actions and organisation

itself are suitable for project activities. Important elements


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of project description: experience of consortium in similar

activities, financial capability, staff recourses, division of

responsibilities and its‘ relation to project budget.

- Quality of project activities and outcomes and its‘

innovative aspects. It has to be justified that proposed

actions are appropriate for achieving aims of the project.

o Impact Defining potential impact of project on target groups is

directly involved in project activities and external groups,

outside organisations and individuals directly participating

in the project, at institutional, local, regional, national and/or

international levels.

o Dissemination - Channels used for dissemination purposes, range of

dissemination activities, involvement of project partners in

promotion of project outcomes and products.

- Correspondence of dissemination tools to target groups

and project actions. Proactive measures that will be taken to

reach out target groups defined within project scope.

o Innovation – it is dynamic term, which assesses

subjectively correspondence to national conditions where

the proposed project will be implemented as well as

international dimension. Innovative aspects of a project refer

mostly to project results, however some innovativeness can

be also indicated in structure of consortium, target group,

project activities or management system introduced in new

organisations.

o Project sustainability In the European Union‘s glossary the

term ―sustainability‖ is mostly used in relation to sustainable

development which is a regulatory requirement across EU

structural funds. Sustainable development focuses on

ensuring that actions achieve a continuous long-term

improvement of quality of life that incorporates social

inclusion and improved labour market polices.


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2.12 Tips for project preparation

o Keep in mind formal obligations related to project

submission.

o Carefully thought-out project and most important issues.

First you need to know answers to the following questions:

an aim of an action, why you are going to perform it, is my

organisation capable of doing it, who is my target group, do

they need our project? How much money we need to

organise activities, are there any risks?

o Check framework of a programme – if your plans are in

line with the general overview of the call, its aims and

objectives?

o Check your competition – maybe similar project has been

already implemented.

o Plan preparation of the proposal in time (taking into

account contribution from other organisations if needed)

and define milestones in preparation procedure.

o Select partners /if needed/ carefully.

o Keep in mind cost effectiveness rule – unreasonable project

budget may disqualify a project application.

o After finishing the proposal – have somebody to re-read it,

evaluate and improve.

o Examine different viewpoints. Look at different sources of

information. Information is not necessarily neutral. It

reflects author‘s goals, intentions, personal limitations,

history, attitudes, etc. and may not even fit facts accurately.

o Last but not the least – remember about formal criterions!

You can have the best idea and the excellent project team

and effective budget but if your organisation is not eligible

for financing or you will forget about an administrative

aspects of the call (such as including staff‘s CVs or

checking your organisation financial conditions) all your

efforts will go down the drain. Make sure that you checked

all the formal conditions of the call – and you will avoid the

wasting of time and maybe money.

o The typical mistakes in defining the project:


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Imprecise planning,

Lack of effectiveness indicators,

Project aims are not tailored with needs of target group,

Lack of risks identification,

Incoherent project documentation,

Lack of experienced partners

There are also some important factors regarding the

organisation itself: lack of defined strategy, lack of the problems

and needs analysis or lack of resources needed for the project

development and implementation can also affect our work.


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CHAPTER 3 – PROJECT IMPLEMENTATION

3.1 Project management

The success or failure of a project is often determined by

project management (including communication, decision making,

risk management, equality of opportunity in the design,

evaluation and monitoring). It is therefore important to think

through and plan management structure, precisely define and

divide all responsibilities. After signing the contract with the

Contracting Authority, the Applicant, becomes Grant Beneficiary

and takes the responsibility for the entire project including

activities carried out by all other partners (if applicable). Project

management ensures that everyone involved knows what is

expected of them and helps to keep cost, time and risk under

control. On the other hand project management is also a strategic

competency for an organisation which helps to enable them to tie

project results to business goals —and thus, better compete in

their markets.

Follow the idea!

“Organizing is what you do before you do

something, so that when you do it, it is not all

mixed up.” A. A. Milne

Project management is based on the following areas:

Future project manager has to keep in mind specific

factors of project management:


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Characteristics of a

project

Characteristics of a

project management

Symptoms of the

bad project

management

uniqueness,

long – term,

complexity,

participation of

external bodies,

intensive cooperation,

multilateral

relationships,

high risk,

potential advantages

and opportunities

(Source: E. Turban,

J.R. Meredith,

Fundamentals of

management science,

Business Publications,

Plano 1985)

uncertainty,

unpredictability,

difficulties in

implementation,

dependence from

external partners,

difficulties in

planning process,

necessity of

visualization, control

of management board,

particular interest

from management

board

budget overrun,

deviation from the

initial plan,

failure in technical

requirements,

problems with

execution of

agreements

difficulties in

management,

criticism from the

public,

unwillingness

towards serious

decisions,

attacks from the

opponents side

Variety of European Union programmes at national and

international level and their scale cause that the more and more

important is how we are going to run a project, what methods and

tools do we use, and if we have defined them properly like the

aim of the project itself.

In 2014 the international survey was conducted among

project managers in 35 EU countries with 665 of respondents.

The survey was a part of an international project PROVE

(Lifelong Learning Programme) which aim was to define if

experienced EU project managers have knowledge about the

project management. The European project managers –

according to the survey are in 85% high educated (MA, PHD)

people, mostly over 30 year old, with at least 2 years of an

experience in EU project management (in different programs).

However 59% of this group do not have any management

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certificate as well as do not attended any management course.

From a given list of 24 project management credentials available

and accredited either by PMI Institute, APGM-International or

IPMA only 14% of European project managers declare holding

one or more of these certificates. Paradoxically 67% of European

project managers (with more than 5 years of experience) agree

with the necessity to attend such course – unveiling the need of

the PM courses or lack of information about possibilities in this

kind of trainings.

Another paradox result of this survey is that 84% of

respondents declare that applying a project management

methodology is important for the success of EU project but 52%

of them do not use any of the PM – methods.


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The aim of illustrating this project is to show that there

are many approaches to the project management – once we have

clear aims and objectives. The way to the success can be

different. The important thing is to use wisely tools, handbooks,

templates that can assure more effective and less time consuming

project implementation.

The PMI (2013a) Pulse of the Profession® report found

that ―organizations with developed project management

practices, benefits realization processes, portfolio management

practices and program management practices and those with high

organizational agility all have significantly better project

outcomes than their counterparts who are less advanced in their

project management practices‖. According to A Guide to the

Project Management Body of Knowledge (PMBOK® Guide) a

project management methodology is a defined, documented and

discoverable set of policies, practices, processes, tools,

techniques and templates that provide guidance on how projects

are run within an organization. There is no one, single project

management methodology that should be applied to all projects

all of the time. A project management methodology should

reflect the size, duration and complexity of each individual

project and be adapted to the industry, organizational culture and

level of organizational project management maturity of the

organization.

There are many PM methodologies ready – made,

available in the Internet with descriptions of processes, phases,

tools, techniques and templates to be used in projects, but are not

customized to the context of organisation. It is important to

decide if the specific methodology is suitable for our organisation

and if we have experienced PM practitioner to tailor general

guidelines to the organization‘s needs. It is important to

underline that a failure of a project lies not in methodology but

with the inappropriate application by the practitioner seeking an

easy solution to managing his or her projects.


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History of project management in the nutshell

As a discipline, project management developed from

several fields of application including civil construction,

engineering, and heavy defence activity in XIX and XX century.

Two forefathers of project management are Henry Gantt, called

the father of planning and control techniques

and Henri Fayol for his creation of five

management functions that form the

foundation of the body of knowledge

associated with project and program

management. The 1950s are considered as the

beginning of modern project management era

where core engineering fields come together

to work as one. Project management became

recognized as a distinct discipline arising from the management

discipline with engineering model. The first element of the

project planning that was used across the world was the

scheduling model based on Gantt chart. Nowadays the most

complex project management methodologies are based mostly on

IT environment and IT processes. Undoubtedly the UE project

management methodology differs in rules and characteristics

than management in IT sector however some procedures and

reference points are common in all management strategies.

Currently there are lot of theories and project

management systems and project management became a separate

branch of management.

The European Commission adopted in 1993 ―Project

Cycle Management‖ based on the Logical Framework Approach

as a set of the procedures for project management.

It is not the aim of this guidance to give the complex

overview of all available methodological techniques regarding

project management however it is noteworthy to know these


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methods and use the right one (or just elements) in the day-to-day

project management.

3.2 Methodologies

PRINCE 2 ® = PRojects IN Controlled Environments

PMBOK ® = Project Management Body of Knowledge

IPMA ® = International Project Management Association

ISO 21500 - Guidance on the project management, first PM ISO

ISO 10006: 2003 Quality management systems, guidelines for the quality management in projects

PCM = Project Cycle Management

RBM = Results Based Management

LFA = Logical Framework Approach (the most popular in international environment)

GOPP = Goal Oriented Project Planning

CCPM - Critical Chain Project Management

Process-based management


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Selecting the most suitable project management

methodology could be a tricky task. When it comes to selecting

an appropriate one, there are a few dozens of factors you should

consider. Each project management methodology carries its own

strengths and weaknesses. Therefore, there is no good or bad

methodology and what you should follow is the most suitable

one for your project management requirements and having in

mind that good management procedures aim at maximizing the

benefits of the planned activities. Keep in mind that project

management is basically juggling 3 things: budget, time and

scope of project.

o Incorrect description

of project needs (wrong

assumptions about a

necessity of project

activities),

o Insufficient

consultations with the target

groups, end-users,

stakeholders,

o Misleading

description of project

aims,

o Lack of competent

staff,

o Under or

overestimated budget

o Inconsistent understanding of required project activities,

roles and responsibilities.

It doesn‘t matter if a project is long and complex or small

and simple. The management keeps risks and uncertain events far

from its track. Having in mind some basic rules will make any

kind of project the successful undertaking.

Why there are

problems within

project

implementation?


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Common understanding – of the project aims,

activities, results and responsibilities

Active and timely management

Appropriate project team – with the skills and

qualifications important for the project success.

Involvement – of all the organisations and staff

dedicated for the project

Active communication – within or our side the

consortium.

3.3 Project work plan

Project management aims specifically to ensure that

project is appropriately managed in all relevant aspects and that

different tasks are performed according to the plan. It also aims

to ensure that specific results are delivered on time and are

obtained within planned budget. This includes support to partners

in reporting on scientific, financial and administrative

procedures. Project management means also a responsibility of

controlling the quality of performance, developments,

achievement of milestones and deliverables as well as risk

management. This will entail identification, assessment and

follow-up of threats and opportunities. Project management is a

complex process that requires many skills in various fields, such

as: planning, management, monitoring, also psychology, HR

management, communication.

An important element of project management is also

building proper motivation of project team and ensuring good

communication among its members. Due to a scope of rights,

responsibilities and expertise required the most distinctive role in

the project is a project manager. The manager coordinates all the

tasks, takes care of appropriate environment within a team, in

such a way that met all project aims, eliminate common problems

and risk of failure. The one of the most important responsibilities

of a project manager is correct communication among all groups

of customers. Although project manager coordinates project it


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must remembered that one person will not be able to accomplish

all tasks. It is necessary to build a team.

Good schedule of tasks preformed within project is one

of key factors of project‘s success. Well-thought-out project plan

ensure that there is enough time planned for each of tasks, all

responsibilities are proper defined and divided among partners,

time needed for partner‘s work is estimated correctly. Project

work plan determines also budget implementation, which is a

crucial part of the project as well. In order to have reliable

project work plan – it has to be revised at least quarterly as it has

to be also adapted to changes within the work performance,

delays, advancements, unexpected situations.

Good work plan contains:

1. List of tasks, deliverables, results etc.

2. Start date, duration and date of completion of each of

activity and deliverable;

3. Project milestones,

4. Relations between tasks, activities (some action have to

be finished in order to start with the next ones),

5. Person/Partner responsible for a particular action,

6. Cause of delay or advancements,

7. List of administrative tasks

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Projects main tasks are, in a way, a summary of what

should be done for the project to achieve expected objectives. In

this sense, a list of main tasks can serve as a point of departure

for a development of a more detailed project schedule. It is

always recommendable to consider whether our list should

contain some other tasks that can help partnership to achieve

planned products and consequently desired results. All tasks

within project have to be divided into manageable stages cause it

will assure clear understanding of planned activities and help

project management team to organise work and keep deadlines. It

is noteworthy to keep planning reasonable and avoid too

complicated and too detailed work plan. All the managerial

aspects of a project have to be easy to implement and not so time

consuming otherwise consortium will waste too much time on

planning and implementing unnecessary activities. A clear

project timetable allows easy identification of tasks and

subsequent stages of their implementation over time.

During the preparation stage all tasks that must be

performed should be defined precisely. It is worth to use well-

known in project management Work Breakdown Structure. It

usually consists of three levels: tasks, stages of tasks

implementation and work packages. Tasks should be divided into

steps of implementation and into smaller work packages. Steps

and work packages are estimated to its duration and costs as well

as potential resources that will be needed to complete each task.

Therefore they form a basis for development of a real timetable

as well as detailed project budget.

Second important part of a preparation for the project

implementation is defining skills, competences, knowledge or

expertise needed for our project. Good project manager has to be

sure that project team members have suitable qualifications

which assure proper implementation of all planned activities.

Defining shortcomings in the staff before project implementation

is the basic task for the management team. Before project kicks

off there should be some organisational structures defined, the

most important are:


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1. Organisation of project documents flow,

2. Communication structure within consortium,

3. Coordination of specific activities in a project.

3.4 Gantt chart

Gantt chart is a simple tool to help manage better with

project schedule and activities. We use Gantt chart to define how

much time we need to realise each of project work pack and

carefully plan main tasks and supporting tasks at every level of

our venture. Project plan is illustrated in two dimensions:

timeline and progress of project activities. An advantage of using

project schedule is above all clear visualization of project parts,

start dates and end dates of project tasks.

An example of the Gantt chart


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Project milestones – events on the Gantt chart that are

essential in achieving project aims. Usually milestones close the

one part of the work, than the next work pack can begin.

Milestone has important significance for next phases of a project

and can be easily defined as finished – for instance –a prepared

report, realized meeting, achieved results of a research. Project

milestones are also important in project evaluation since they

help to define work progress and a stage of the project

development.

3.5 Communication Plan

Communication is a powerful tool within a project. It may

lead straight to the project success or cause project failure. There

are many types and means of communication and depending on

an importance of message and an aim its‘ aim. Appropriate

methods will assure common understanding among team

members. For example, during project team meeting it is useful

to have a written agenda, but to conduct meeting verbally. You

could then follow up with written minutes to restate important

points. Verbal communication – especially in the beginning of a

project helps to get to know team members. The way people

dress, the tone of their voice, their stance while talking all convey

something significant. Written communication on the other hand

is precise and better for the on-going project communication

regarding specific tasks to be implemented.

Keeping in mind complexity of communication it is

easier to understand difficulties that may arise. An awareness of

barriers in communication is more important and become

increasingly important due to globalization of a work

environment.

Communication is a key element of project success, essential

for managing customer expectations and related conflicts. When

facing project delays, every project manager must be able to

communicate effectively with customers as well as with a project


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team. Basic factors of communication failure and

misunderstandings within consortium:

The cultural considerations and beliefs,

Usage of certain terms and phrases typical for specific

country,

Different time zones and working hours,

Lack of sufficient work experience,

Language differences,

Different understanding of project aims and different

expectations,

Work environment and technology,

Poor listening skills,

Failure to understand an opponent's perspective,

Inaccurate and overly hostile stereotypes,

Inadequate information gathering/time constraints,

Inflammatory statements,


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During an initiation/planning phase careful attention

needs to be given to detailed project communication planning. As

stated in the Project Management Book of Knowledge (PMBOK)

from Project Management Institute, communication planning

involves ―Determining the information and communications

needs of the stakeholders: who needs which information, when

will they need it, and how will it be given to them.‖

Communication plan should detail out a type of

communication that will take place during our project, who will

receive what type of information, where the information will be

stored, a schedule of communication such as status reports and

project team meetings.

Communication methods:

ACTIVE PASSIVE

Face to face meetings,

Video conference,

meetings,

Telephone conference, or

voice only web conference,

Webinars, becoming

increasingly popular for

the delivery of presentation

based activities,

Telephone – the basic

method - still better than

not speaking to someone,

Stand up presentations in

person,

Social media

Web cast,

Email,

Intranet bulletins,

Blogs,

Project flayers,

Website,

Project newsletter,

Table top presentation


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3.6 Financial management

Financial management means following all guidelines

and procedures in order to keep expenses in line with a project

description, deadlines, rules of the call and legal aspects.

In all of the EU programmes, deviations from planned

budget items are admissible after providing that task will be

executed in a way ensuring that objectives and results of project

will be eventually achieved. In another words project budget can

be adapted to real needs appeared during a project

implementation taking into account intervals between project

planning and project real activities. Even if a project budget will

be changed during project implementation within specific

categories, general total amount of eligible expenses planned for

project cannot exceed approved grant. This is the main aim of

financial management – to monitor if each of the project

expenses is related to the particular task and partner, properly

described, paid timely and recorded on financial accounts of the

organisation.

Project budget: depending on specific financial and

reporting rules of each of the EU programmes implementation of

a project budget can be slightly different in terms of reporting

and justification of expenditures. However there are some basic

rules that Project Manager or Financial Manager has to keep in

mind.

Currency: whatever the choice, conversion into Euro

must already take place at each partner‘s level. Selected option

must be included in the Partnership Agreement and remains

unchanged during entire lifetime of a project. The average

monthly exchange rates set by the Commission are available

from http://ec.europa.eu/budget/inforeuro/.

Staff costs: must be calculated on the basis of an actual

salary rate stated in the regular employment contract used in

http://ec.europa.eu/budget/inforeuro/


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respective partner institution as well as based on real worked

hours.

Administration costs: include all indirect general costs

such as: office rent, photocopying, communication costs

(Internet, telephone, post, fax), heating, electricity or any other

cost that is necessary for project organisation.

Subcontracting: certain tasks needed for project

implementation that cannot be performed by project Leader or

partners. It is important to be aware of the national public

procurement laws and also rules of its implementation in our

organisation. All external contracts should be implemented on

the basis of the most advantageous economic offer with

evidences of selection process also with principles of

transparency and fair competition. Project team should make

every effort to avoid any conflict of interest (lack of impartiality

and objectivity) in carrying out specific functions/services by an

external entity.

Travel and accommodation, meetings: travel,

insurance and accommodation costs and subsistence allowances

of employees of the partner institutions taking part in the project

activities. The most cost-efficient mean of transportation should

be taken into account.

Dissemination costs: press releases, inserts in

newspapers, leaflets, TV shows, brochures, newsletters and other

publication costs not linked to specific events or seminars.

Equipment refers to purchase of equipment – including

software if a purchase is necessary for successful implementation

of the project aims.

Principle of costs efficiency

Most EU countries set clear requirements for ensuring

transparency in the selection process when partners purchase

goods and services below Community and national tendering

thresholds. Nevertheless from a transnational perspective, such

thresholds may substantially differ in amounts among countries

or may not be defined at all in others. In order to ensure a


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harmonized approach in terms of ensuring transparent

contracting procedures, equal treatment and cost efficiency, most

programmes applies the bid-at-three rule. This means that, unless

stricter rules apply, project partners must collect at least three

offers for all contracting amounts lover than 30.000 EUR. Offers

must be received in writing and have to be properly documented.

If it is impossible to collect such offers, at least activities

undertaken in order to obtain them have to be precisely

documented.

3.7 Project evaluation

The only way to do great work is

to love what you do.

EVALUATION means general assessment of a project.

An initial project assessment takes place after submission of the

project proposal. The next one aims at an assessment of activities

within project during its implementation and the last one refers to

already implemented project. Sometimes in the EU vocabulary

we can find 3 terms used for these stages of evaluation: ex ante,

interim and ex post.


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The evaluation of a project illustrates experiences gained

during its implementation phase. It answers to questions if

project was successful, if methods of implementation were

correct, if target groups are satisfied, if general aims and

objectives were achieved, if project products have expected

quality, etc. Project evaluation at a given point in an intervention

means an analysis of situation carried out. This evaluation

results in intermediate/final report that leads to adaptations or

recommendations to intervention or generates new experience of

organization. There is one more advantage of an evaluation

process – it helps us learning. If we want to improve what we do,

we must learn which results can be really attributed to us and

must distinguish them from what would have happened anyway.

Monitoring

Monitoring is a continuous process throughout a project

life cycle, involving monitoring and follow-up of all activities. It

results in progress reports leading to decisions on whether or not

an intervention needs to be changed or adapted as situation

evolves. Monitoring of project activities is a crucial part of

project implementation. It is a set of actions and indicators

defined before project kick off in order to measure a level of

performance or quality of our work. Usually it is project

manager/leader of the project responsibility to monitor tasks

preformed within a project.

There are following types of monitoring:

1. monitoring of substantive progress: with regard to

project schedule and possible delays.

2. monitoring of financial progress: checking if amounts

paid for an execution of individual task are in line with

project‘s detailed budget. Monitoring of project financial

progress allows project manager to have an on-going


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control over such situations and take informed decisions

about how to utilise spared funds.

3. monitoring of an achievement of planned results. It

means to verify if project results have been achieved

according to its initial plan.

4. monitoring of satisfaction of target groups or/and

project participants.

Monitoring indicators

Monitoring indicators help us to measure state of the

project. Monitoring indicators seems to be very difficult to

define. Some of projects designers do not believe that this part is

a useful and practical part of a project but just a text that has to

be written in a proposal. It is easier to define indicators in

infrastructural projects as it is easier to count kilometres of new

road built or number of buildings built. Situation is more difficult

in educational or social projects.

If project indicators are defined properly they help to

monitor a level of achievements in a project, how much work is

still to be done or if there are any risks at each of the project

stage. Moreover indicators help to keep activities on the right

track heading the main goal. Having in mind that each project is

a unique set of tasks and aims indicators have to be prepared for

each project individually. There is no one universal combination

of indicators that can be used in every project. Defining aims,

activities and resources we have to also think about indicators.

Quality Management Plan

Good performance is a principal feature of all project

interactions. It is recommended to prepare the quality

management plan tailored to specific of our project. This will

help project manager to assess quality of works during a project


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lifecycle. The quality management plan is directly connected to

project monitoring and evaluation and can be considered as one

detailed strategy for a project assessment. It helps to identify

strong and weak parts of a project, quality of performance as well

as to gather qualitative and quantitative data. In order to assure

proper development of quality management plan we can follow

following characteristics:

Rules of cooperation among partners,

Rules of internal and external communication,

Rules of cooperation with project Evaluation Committee,

Rules of evaluation procedures,

Clear division of tasks and responsibilities.

An advantage of project evaluation is that organisations can

gather data of the best practices which can be applied in future

projects of within organisation. An evaluation should also refer

to quality of project management or partner‘s work and

communication. It will provide data for self-evaluation in the

project management and cooperation among partners, especially

if there are new comers in our consortium.

There are two forms of evaluation internal – performed by

beneficiary organisation or consortium and external –

commissioned to experts and external evaluation bodies. An

external evaluation is considered as a more impartial and precise

and it can illustrate project progress from different point of view.

Project evaluation can also include additional aspects of its‘

realization such as: innovativeness, European dimension,

dissemination of results or project impact. It depends what kind

of data we need and how we will use it after the project closure.

Well done is better that well said


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Methods

There are many tools and methodologies in literature

concerning evaluation methods. Similarly to project management

methods - evaluation methods have to be tailored to project

objectives and activities. Widely used methods for data collection

are: questionnaires, surveys, interviews, focus groups, peer

reviews, reports, expertise, participatory observation, study visits,

case studies, workshops, monitoring data, administrative data or

logical framework matrixes. Development of quality

management and evaluation procedures assures high quality of

activities and also final project results. Evaluation methods

depend on specification of tasks related to project quality, their

order, resources and also performance indicators.

Why do we need monitoring and evaluation of our

projects? Going back to our source of funding – there is a

complex strategy behind it. Under the rules laid down by the

European Council for Cohesion Policy, the European

Commission has responsibility for an ex post evaluation of each

programming period in collaboration with the Member States.

Member States are responsible for ex ante, midterm and/or on-

going evaluation. On the other hand – Member States and regions

are in charge of designing and implementing programmes while

the European Commission is responsible to the EU Parliament,

European Court of Auditors and finally – the public at large for

the expenditure of EU taxpayers‘ money under the policy. It is an

interest of all involved parties to demonstrate the value of EU

cohesion policy mechanisms. ―The bigger picture of EU funds‖

enables to discover the pattern behind it in our everyday actions.

Understanding this mechanism will help to be aware of

requirements regarding project development and implementation.

The results generated, the lessons learned and the experience

gained by each project team should be made available to the

widest possible audience.

Monitoring of project activities refers also to agencies

which are in charge of the calls of proposals. Their responsibility


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is to check if public money that we have received are spend

properly, on time and with active participation of society. Part of

monitoring activities is include in our project via reporting

phases however in addition to that there are few more types of

control like visit by representatives of controlling body to the

premises of the beneficiary organisation, visit during the project

meetings or events or invitation to participate in higher level

events organised by specific agency.

A final challenge is ensuring that results of evaluation

are properly disseminated. Twin activities – dissemination and

exploitation of results are also known together as valorisation.

These terms are closely related but distinct from one another.

Dissemination can be defined as a planned process of providing

information to key parties on the quality, relevance and

effectiveness of the results of programmes and initiatives. It

occurs as and when the results become available. Exploitation

means making use of and deriving benefit from the result (s). In

the context of project results it primary involves ―sustainability‖

and the process of ―mainstreaming‖.

After our project had been closed we should assure

sustainability of its results. Sustainability means that crucial

activities and results are maintained and continue to deliver

benefits to target group, structure, sector or system after the end

of the EU funding. Ideally, sustainability of a project also

generates impact that means direct or indirect long-term effects

on actors, structures, sectors or systems beyond the origin project

environment.

Mainstreaming is the planned process of transferring the

successful results of programmes and initiatives to a wider

context: policy makers, stakeholders and ―end-users‖ outside the

original project environment in local, regional, European

systems.


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Dissemination is important and valuable element within

EU project management. Not due to the obligation imposed by

the European Commission on all beneficiaries, but above all,

because efficient information and promotion activities ensure

success of a project and ensure its visibility during overall project

life cycle. Dissemination and exploitation of project results are

very crucial as they determine an extent to which results reach

intended audience and are subsequently utilized. Poor

dissemination in particular can lead to duplicated effort and

wasted recourses. It is important therefore that project managers

plan thoroughly dissemination and exploitation strategy from a

beginning of a project.

Dissemination strategy can include:

Media – at local, regional, national or international

level. We can rely on our long term cooperation with

PR partners of our organisation or contact new partners

suitable for a project. Depending on a scope of project

and its target group we can involve newspapers, TV,

radio or Internet in the activities.

Events – seminars, workshops, conferences,

exhibitions. If we plan an event we should consider

what kind of aims we have and what kind of results it

will bring. Events provide interactivity. Contacts with

various groups of customers enhance their active

involvement in activities as well as building

relationships that often go beyond a scope of the

project. They also enhance integration of project

beneficiaries, which contributes to better

communication during next phases of activities.

Noteworthy events (if properly organized) build a

positive image of our organization as well.

Printing materials - flyers, brochures, posters, and

publications are basic tools for dissemination. A value

of printed materials consist of: targeting project groups,


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respecting equality rules, precise and clear for the

reader language.

Internet - It enables quick and cost-free exchange of

information. Our visibility in the Internet can be

implemented by websites, blogs, thematic portals and

social networks. Among tools available we can find

banners, pop-ups, advertising boxes, articles and press

releases or newsletters and mailing. Selection of

appropriate tools depends only on our creativity and an

adequate knowledge of project‘s scope.

3.8 Tips - How to run a project?

Remember about communication! Even the best made

project plans are useless unless they have been communicated

effectively to project team. Statistics show that seventy four

percent of projects are unsuccessful. One of many factors that

contribute to failure of these projects is poor or insufficient

communication. Everybody involved in a project has to know

exactly what to do and when he/she should do it.

Remember! Project is a unique set of tasks with

the unique set of personnel as well.

E-mail – basic tool for communication - remember to make use

of it: keep it simple, short and organized. Re-read before you

send so you are sure it‘s accurate. Highlight names and dates if

possible. E-mail can easily become a spam – if you will

constantly send it to wrong receivers.

Do not be afraid of changes – project changes within the time

of implementation. A business environment changes, project staff

can change, a scope of project can slightly change, assumptions

made at the beginning of our project preparation can change – do


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not be afraid of it. A change management is inherent part of

project management. Good project manager knows how to

control changes and how to allocate resources in order to

increase chances of success.

Watch hidden costs! Keep an eye on project budget continually

- It is easier to correct a small budget overrun that the big one.

Be realistic and effective. Project manager has to see the „bigger

picture‖ of a project – the change that project activities aim to.

Project management if done properly enables progress,

responsibility, accountability and success.

Bad news must travel the fastest: Take a cue from

professionals who do crisis communications. Be pro-active and

control messages. Bad news plus delay = elevated emotions by

other parties.

Timely follow through - The longer somebody waits on us,

more likely he/she is to believe that something has gone wrong.

Any commitment should be met in days, ideally 1-3. Suggestion:

if a commitment takes longer, de-construct deliverable and

commit to interim steps that last 1-3 days (e.g. an update call to

share progress, or an interim deliverable). Remember that

―Constant improvement beats delayed perfection‖.

Project meetings. Especially in international project meetings

are very rare occasion to meet all project members in person.

Usually there are many expectations and things to be discussed

during meetings particularly if there are new members in a team.

Successful project meetings show a lot about project

management, hosts of meeting and general attitude of team

regarding project activities. Good project manager has to

remember some rules how to organise the meeting:

1. Agenda. Consider what you really need to accomplish at the

meeting – this will assure that appropriate meeting agenda.

Start with the most important topics where a full list of

participants is required. Review an agenda and its objectives

at the start of meeting and ask participants if they have any

insights.


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Ask participants to review an agenda! It might seem silly

but even time of lunch breaks is important to keep

everybody efficient and satisfied with meeting. Especially in

multi-national team where there are different working styles

and habits.

2. Participants list. Who should attend a meeting in order to

have successful one and when? It is better to have

participants during relevant for them parts of meeting than

to keep everybody attending all parts of meeting. It will

minimize frustration when individuals have other work to

accomplish. Contemplate placing team members who may

not be needed for a specific meeting to be ‗on-call‘ for that

meeting.

3. Plan. Schedule next meetings so attendees are in a habit of

knowing when meeting will occur.

4. Time – Start and finish on time!

5. Keep on track. Nobody likes wasting time. If a topic goes

astray, consider sideling this topic for follow-up or if all

attendees are engaged and it is valuable for our project,

consider adjusting to meeting and allow for further

discussion.

6. Minutes. Minimize a volume of information, keep it in line

with objectives of a meeting and the most important

agreements. Remember that action items should be included

with due dates and division of responsibilities. Write

minutes shortly after a meeting (sometimes it is good to

record meeting) this will help to recall more details and

issues that came up.

Recognition of funding source. Project publications and other

materials that are distributed within the project activities have to

make reference to the co-financing and include the specific logo

of the programme.


__________________________________________________



A goal without a plan is just a wish


__________________________________________________



CHAPTER 4 OVERVIEW OF AVAILABLE

PROGRAMMES.

4.1 Rules of implementation EU programmes for 2014-2020

While in the first paragraph of the guidance some general

information about European Union and new financing

perspective was introduced, the aim of this chapter is focused on

new rules in the EU funds implementation as well as short

summary of the available programmes.

In the programming period 2014-2020, the European

Commission will pay increased attention to communication as

well as to results and outcomes. Managing Authorities have to set

up a Communication Strategy or revise existing ones if needed,

to make their projects visible and transparent. The

Communication Strategies must no longer be seen as an add-on,

but rather as a framework document outlining goals of

Operational Programmes, programmers‘ communications

environments, budgets, evaluation strategies and monitoring

tools for the entire programming period. Current European,

regional and national funding landscape provides researchers,

innovators and educators with a wide range of opportunities to

support their projects. The majority of funding programmes show

a new strategic focus which is more challenge and impact driven

than their predecessors. New financial perspective 2014-2020 is

based on few principles:

Coordination – aiming at minimizing double financing. The

coordination of the EU funding mechanisms is described in

the Partnership Agreement (between European Commission

and each of Member Countries) mostly by common rules of

implementation of Cohesion Fund, Agricultural Fund and

Fisheries Fund.

Thematic concentration – means focusing on 11 thematic

objectives defined by European Commission. These

objectives include: research and innovation, information and


__________________________________________________



communications technologies, competiveness of enterprises,

environment protection, green economy, sustainable

transport, employment, social inclusion, education and

effective administration. Moreover each of 11 thematic

objectives has the financial limits (ring fencing) – which

means defined amount of budget has to be dedicated to one

specific objective.

Reinforcement of territorial dimension. There are special

financial instruments for the specified regions in EU

Member States.

Results – development aims of Europe 2020 policies have to

be defined via results and its indicators.

Local governments – more financing instruments will be

managed on the regional level.

Figure No . 11 thematic objectives

Source: http://ec.europa.eu/europe2020/index_pl.htm


__________________________________________________



New element of 2014-2020 perspective is precise

combining national funds with general aims of Europe 2020. The

Common Strategic Framework will regulate overall

implementation of all programmes and financial instruments at

national level with common: planning, programming, monitoring

and evaluation of the state of achievements each of thematic

objective. The result-oriented actions will be evaluated by the

2019 and if goals will not be achieved to a certain level these

activities will not be financed from additional EU budget.

The European Commission has defined specific rules

regulating programming phase to assure better harmonization of

EU policies. The ex-ante conditionality - the need to meet EU

prerequisites before starting implementation of funds and

tightening rules related to financial management and

performance reserve (ex-post conditionality). A basic document

which describes rules of new financing perspective is the

Strategy Europe 2020 – described shortly in the first paragraph of

the guidance. For better coordination and effective

implementation of Europe 2020 goals there are tools defined by

European Commission called flagship initiatives in addition to

National Reform Programme – including Country Specific

Recommendations (defined by the European Council).


__________________________________________________



Each of Europe 2020 priorities is regulated by specific

flagship initiatives:

1. Smart growth: Digital Agenda for Europe,

The innovation union,

Youth on the move,

2. Sustainable growth: An industrial policy for the globalization era,

A resource efficient Europe,

3. Inclusive growth: European platform against poverty,

Agenda for new skills and jobs

According to Common Strategic Framework there are

three levels of indicators defined by the European Commission:

financial indicators – regarding dedicated budget, product

indicators – in relation to planned actions, result indicators – in

relation to EU priorities.

General method of implementation new financial

perspective will be based on PROGRAMING, PARTNERSHIP

and SHARED MANAGEMENT:

Source: EU Cohesion Policy 2014-2020


__________________________________________________



An implementation of EU Cohesion Policy will be managed

by three authorities:

A managing authority to implement the operational

programmes and monitoring committee to oversee it.

A certification body to verify statement of expenditure

and payment applications before their transmission to the

European Commission.

An auditing body for each operational programme to

supervise efficient running of management and

monitoring system.

Activities within new programming period will be

concentrated on indicators, reporting, monitoring and evaluation

with the Performance reserve of 6% funding allocated in 2019 to

programmes and priorities which have achieved 85% of their

milestones. Stronger role within in planning and implementation

of EU 2020 goals will have partners at national and international

level.

Simpler rules in implementation of the Cohesion

Policy

Basic conditions of implementation the Cohesion Policy

are: transparency and simplification of objectives and

instruments, consistency and safety principles of law, simple and

quick procedures and administrative processes - from submission

through its implementation and ending with reporting and control

of projects. The European Commission promote simplified

methods for calculating costs such as lump sums, flat rates or

standard scale of unit costs according to profile of beneficiary,

programme and activities proposed in a proposal. There will be

also unified documents introduced by the European Commission

regarding frauds in all the EU programmes as well as

improvements in procurement procedures and detailed

procedures regarding de minimise aid.


__________________________________________________



Simpler rules will be also introduced regarding applying

process itself. A submission of project proposal will be available

via online system. This online system will integrate data base of

applicants with all documents needed for successful submission

as well as submitted and on-going projects. An exchange of

documents and information will decrease formal and

administrative workload for beneficiaries. The audit and control

procedures will be also limited.

4.2 European programmes breakdown

Apart from the programmes above the UE members can

also use:

1. European Fund for Strategic Investments – operated

by European Investment Bank (EFSI) (21 bln EUR from

EU/EIB). The fund provides loans or loan guarantees

(not grants) for projects in areas such as: infrastructure,

education, research, innovation, renewable energy and

energy efficiency. It will also focus on SMEs (<250

employees) and mid-cap companies (250–3,000

employees). The EFSI will fund projects that promote

job-creation, long-term growth and competitiveness.

The official website: http://ec.europa.eu/priorities/jobs-growth-

investment/plan/efsi/index_en.htm

2. Connecting Europe Facility (CEF) – Transport 33 bln

EUR (EU-wide) Supports road and rail infrastructure

projects with significant EU added value, for example:

developing and removing bottlenecks along the main

pan-EU road and rail routes (known as the Trans-

European Network for Transport TEN-T). The aim is to

improve links between different

parts of the EU, boosting trade and increasing mobility

for individuals.


__________________________________________________



The official website:

ttp://ec.europa.eu/transport/themes/infrastructure/ten-t-

guidelines/project-funding/cef_en.htm

3. City Vitality Sustainability Initiative (CIVITAS) - 200

mln EUR. It funds the implementation of ambitious,

integrated, sustainable urban transport strategies.

CIVITAS website www.civitas.eu

4. LIFE 2014–2020 - 3.4 bln EUR. The LIFE programme

is the EU‘s funding instrument for the environment and

climate action. The general objective of LIFE is to

contribute to the implementation, updating and

development of EU environmental and climate policy

and legislation by co-financing projects with European

added value.


http://ec.europa.eu/environment/life/funding/life2014/

5. Consumer programme 2014-20 with a budget of EUR

188,8 million. It finances actions in the area of EU

consumer policy. These aim to create the conditions

necessary for EU citizens to participate fully in the single

market. The programme for 2014 – 20 aims to build on

the achievements of the previous programme (2007 ‐ 13).

Funds actions which protect the health, safety and

economic interests of European citizens. The programme

has four priorities: Safety, Information and education,

Rights and redress, and

Enforcement (SIRE).


http://ec.europa.eu/consumers/eu_consumer_policy/financial-

programme/index_en.htm


__________________________________________________



6. Rights, Equality and Citizenship Programme (REC)

439 mln EUR. The general actions of this programme

are:

o combat racism, xenophobia, homophobia and

other forms of intolerance,

o promote rights of persons with disabilities,

o promote equality between women and men and

gender mainstreaming,

o promote non–discrimination,

o enforce consumer rights,

o promote the rights deriving from Union

citizenship,

o prevent violence against children, young people,

women and other groups at risk,

o promote the rights of the child,


http://ec.europa.eu/justice/grants1/programmes-2014-

2020/rec/index_en.htm

7. Justice Programme 2014-2020 - 378 mil. EUR. The

programme contributes to the further development of a

European area of justice based on mutual recognition and

mutual trust. It promotes judicial cooperation in civil and

criminal matters, judicial training, including language

training on legal terminology, with a view to fostering a

common legal and judicial culture, effective access to

justice in Europe, including rights of victims of crime

and procedural rights in criminal proceedings, initiatives

in the field of drugs policy.


http://ec.europa.eu/justice/grants1/programmes-2014-

2020/justice/index_en.htm

8. Asylum, migration and integration fund 2014-2020 (AMIF) budget: 3.1 bln EUR. The programme funds

actions which promote the efficient management of


__________________________________________________



migration flows and the implementation, strengthening

and development of a common Union approach to

asylum and immigration. There are four general aims

within the AMIF:

o strengthening and developing the Common

European Asylum System (asylum),

o supporting legal migration to EU States in line

with the labour market needs and promoting the

effective integration of non-EU nationals (Legal

migration and integration), o enhancing fair and effective return strategies

(return),

o making sure that EU States which are most

affected by migration and asylum flows can

count on solidarity from other EU States

(solidarity), The official website: http://ec.europa.eu/dgs/home-

affairs/financing/fundings/migration-asylum-borders/asylum-

migration-integration-fund/index_en.htm

9. European Local Energy Assistance (ELENA). ELENA

is part of the EIB‘s broader effort to support the EU‘s

climate and energy policy objectives. This joint EIB-

European Commission initiative helps local and regional

authorities to prepare energy efficiency or renewable

energy projects. It is on track to mobilise more than EUR

1.6 bn in investments over the next few years. Supports

councils in preparing and implementing sustainable

energy plans for their area. The fund covers up to 90 per

cent of the council‘s costs. It could benefit district

heating projects, green transport measures, street-lighting

schemes, or the integration of renewable energy sources

into public buildings.


www.eib.org/products/advising/elena/index.htm

http://ec.europa.eu/dgs/home-affairs/what-we-do/policies/asylum/index_en.htm

http://ec.europa.eu/dgs/home-affairs/what-we-do/policies/asylum/index_en.htm

http://ec.europa.eu/dgs/home-affairs/what-we-do/policies/immigration/index_en.htm

http://ec.europa.eu/dgs/home-affairs/what-we-do/policies/immigration/integration/index_en.htm

http://ec.europa.eu/dgs/home-affairs/what-we-do/policies/immigration/return-readmission/index_en.htm


__________________________________________________



10. Erasmus for young entrepreneurs (EYE) an exchange

programme which gives entrepreneurs who intend to

start a business or have recently started one the chance to

learn from experienced owners of small businesses in

other European Union countries.

The general aim of the programme is to increase the

number of new entrepreneurs in Europe, transfer of

knowledge and know – how from experienced

entrepreneurs (host organisation) to new start-ups as well

as helping small firms innovate and go international.

Website: http://ec.europa.eu/enterprise/policies/sme/promoting-

entrepreneurship/erasmus-entrepreneurs/index_en.htm

11. 3rd Health Programme - The total budget for the

programme is € 449.4 million. The programme has 4

overarching objectives which seek to:

o Promote health, prevent diseases and foster

supportive environments for healthy lifestyles

taking into account the 'health in all policies'

principle,

o Protect Union citizens from serious cross-border

health threats,

o Contribute to innovative, efficient and

sustainable health systems,

o Facilitate access to better and safer healthcare for

Union citizen,

12. The Instrument for Pre Accession Assistance (IPA) 2014-2020 with the budget around 14 mln EUR. IPA

offers assistance to countries engaged in the accession

process to the European Union. It aim is to enhance the

efficiency and coherence of aid by means of a single

framework in order to strengthen institutional capacity,

cross-border cooperation, economic and social

development and rural development. Current

beneficiaries of IPA aid are: Albania, Bosnia and

http://ec.europa.eu/enlargement/instruments/funding-by-country/albania/index_en.htm


__________________________________________________



Herzegovina, the Former Yugoslav Republic of

Macedonia, Kosovo, Montenegro, Serbia, and Turkey.

4.3 Budget allocation in EU Member States within Cohesion

Policy

While the table above illustrates programmes available on

European level the Cohesion Policy is dedicated to funds

available on national level in EU member countries via

programmes and instruments defined by national governments.


__________________________________________________



An important factor regarding division of funds within Structural

Funds in Member Countries is the level of the development of

the regions in each of the European Countries. This map below

presents European Regions with the classification to less

developed regions, transition regions and more developed

regions of European Union.


__________________________________________________



CHAPTER 5 - EXERCISES

LET’S PRACTICE!

Exercise no 1 - Problem tree

Choose one of problems listed below and try

to define causes and effects of this possible

project.

1. Low level of creativity among pupils

in public primary schools.

2. High level of social exclusion in rural

regions.

3. Low competitiveness of social enterprises in the country

X.

4. Lack of interest in cultural activities in the region.

5. Increasing level of pollution in country X.

Exercise no 2 - Objectives tree

Try to define the project objectives based on a problem tree

defined in the previous exercise.

Exercise no 3 - Target groups and stakeholders

You are working on the project "innovative training solutions to

increase ICT skills among group of 100 visually impaired in the

Region X (region X = one of regions in your country).

Try to define groups of stakeholders for this project:

a) how can you describe direct target group?

b) what kind of organisations can be interested in the

project?

c) additional sources of financing or other potential input

for the project?

d) groups that can improve project implementation?

e) groups that can benefit from the project implementation?

f) groups that can affect the policy making?

Source: http://ec.europa.eu/europe2020/index_pl.htm


__________________________________________________



g) expectations of the stakeholders?

h) relations among the different groups of stakeholders?

i) strong and weak sides of the stakeholders?

Exercise no 4 - Equality

You work on the project "Parents' friendly work

environment" please define all equality aspects of your project.

Follow project structure:

a) definition of target group

b) needs of target group

c) project aims

d) project activities

e) project results

f) stakeholders analysis

g) communication strategy

Exercise no 5 - Project budget

You run project: „Innovative online training curricula for

project management for employees of public administration in

five European countries‖ Define types of expenses in this

project. Put each of costs in appropriate category: salary of the

project manager, printing project flayers, exchange losses, flight

tickets for the project meeting, insurance for the participants of

the study visit, debt service charge, IT experts’ salary, provisions

for losses, expert's salary from organisation outside consortium,

business cards for CEO in leading organisation, postage stamps

for the Christmas cards, renting a training room, project website,

final conference organisation.

Project management Project activities

Direct costs


__________________________________________________



Indirect

costs

Ineligible

costs

Exercise no 6 - SWOT analysis

Our project aim is to develop innovative online training

program for international project managers in four countries:

Poland, Romania, Bulgaria and FYROM according to Vocational

Competence Certificate system.

Try to define its‘ Strengths, Weaknesses, Opportunities, Threats.

Strengths

Innovative character of a

project,

Networking character of

a project,

Testing of project

products, results,

Weaknesses

Project budget,

The project team,

Project time frame,

Opportunities

Possibility of gaining

new partners,

New contacts and markets,

Threats

Political changes in

Europe,

Organisational changes,

Too many possibilities

in cooperation,

Lack of the skills in crisis

management within the project,

Exercise no 7 - Risk management

You are project manager of the project: „HR

management of seniors in private companies in Poland, Romania,

Bulgaria and FYROM– age management‖ Try do define

probability of risks (low, medium, high), impact on general

project management (low, medium, high) and the

countermeasure.

http://pl.pons.com/t%C5%82umaczenie/angielski-polski/countermeasure


__________________________________________________



RISK PROBABILITY IMPACT COUNTER

MEASURE

Dominant position of

one partner in the

project

Distrustfulness of

partners

Partner‘s

withdrawal during

project

implementation

Team member‘s

withdrawal during

project

implementation

Excessive

bureaucracy in the

project

Neglect for formal

requirements and

documenting

obligations

Different work

styles

Different working

hours

Improper distance

in official

relationships

Difficulties in

communication

between the

partners

Under or

overestimated


__________________________________________________



budget of one of

the partners

Remuneration-

related issues

Lack of partner‘s

personnel

commitment to

project

implementation

Delays in the tasks

performance (1

partner or more)

Lack of the mutual

benefits within the

project

implementation

Unreasonable tasks

division among

partners (too much

or to less work)

Lack of common

understanding of

project aims and

general activities

Changes in legal

policies related to

project

implementation

Misconceptions

about mutual

expectations of

partners at the

stage of

establishing

cooperation


__________________________________________________



Lack of respect to

cultural differences

within a

partnership

Personal dislikes

among the team

members

Exercise no 8 - Communication

You are the project manager of the project: „HR

management of seniors in private companies in Poland, Romania,

Bulgaria and FYROM– age management‖. Try to define possible

treatments for communication problems which can occur during

project implementation:

no problem treatment

1. Cultural considerations

and beliefs

2. Usage of certain terms

and phrases typical for

specific country

3. Different time zones

and working hours

4. Lack of sufficient work

experience

5. Language skills,

differences

6. Different understanding

of the project aims and

different expectations

7. Work environment and

technology

8. Poor listening skills


__________________________________________________



9. Failure to understand

an opponent's

perspective

10. Inaccurate and overly

hostile stereotypes

11. Inadequate information

gathering/time

constraints

12. Inflammatory

statements


__________________________________________________



SUPPORTING MATERIALS – RESEARCH MADE IN

PARTNER COUNTRIES – ROMANIA, BULGARIA AND

REPUBLIC OF MACEDONIA

Partner Country: Romania

1. In order to support project participants with the knowledge about the

future career in EU project design and implementation – please

define:

1A. Are possibilities of UE funds trainings in your country?

1B. What kind of education is required to find a job in EU project

design and implementation?

1C. Is there a necessity to have obligatory certificate, training etc. to

become a project manager?

1A. The EU budget is an important tool that puts EU policies into practice.

Through grants, loans and other forms of financing, the EU budget provides

financial support to thousands of Romanian beneficiaries such as students,

NGOs and SMEs. In order to give its people the jobs and skills they need to

benefit from the modernisations of its economy and convergence to EU living

standards, the Romanian government is encouraging companies to organize and

deliver trainings related to EU funding.

In 2015, Romanian private companies are offering courses addressed to

everyone who is aimed at being actively involved in the development and

implementation of new European projects.

List of Trainings related to EU funds:

1) Training for accessing European Funds

(http://www.eurocor.ro/Training_Accesare_Fonduri_Europene.htm);

2) Introduction to EU funding seminar (http://www.traininguri.ro/aspecte-

introductive-in-accesarea-fondurilor-europene/);

3) Funding opportunities for rural development

(http://fmcgroup.ro/cursuri/cursuri-deschise/);

http://www.eurocor.ro/Training_Accesare_Fonduri_Europene.htm

http://www.traininguri.ro/aspecte-introductive-in-accesarea-fondurilor-europene/

http://www.traininguri.ro/aspecte-introductive-in-accesarea-fondurilor-europene/

http://fmcgroup.ro/cursuri/cursuri-deschise/


__________________________________________________



4) Public Procurement (http://www.adaf.ro/ro/cursuri.html);

5) Entrepreneurial Skills Training (http://re-start.ro/cursuri/).

„Accessing European Funds” course provides the basics of how to

participate in EU programmes and European grants. The 4-day training program

represents an overview of the whole application process: what is an EU

programme and the basics of how to participate and approach European grants.

The course covers an introduction to fund management and offers tips and

tricks on how to write and implement a successful project.

After attending „Introduction to EU funding“, participants will gain

essential theoretical knowledge on accessing European Funds and will develop

the necessary skills for preparing the grant application.

„Funding opportunities for rural development“ is addressed to both those

who are willing to develop a business in rural areas, and those who are seeking

a consulting career in this field. The course syllabus represents a practical

simulation on how to elaborate and submit a project funded through NRDP

(National Rural Development Programme) 2014-2020.

The fourth course listed above is designed for women who wish to acquire

knowledge, skills and competencies to be able to fulfil their roles in

procurement management. The course talks about the public procurement

system, the public procurement operations and offers information about contract

management and closure (on-going contract, framework agreement).

„Entrepreneurial Skills Training“, which serves as an overview of the new

venture creation process, provides participants with a basic understanding of the

venture creation and innovation entrepreneurial processes. Those who will enrol

in this course will learn how to generate viable business ideas by engaging in

exercises that will strengthen their skills so that they can perceive

entrepreneurial opportunities more readily

These trainings are delivered by private companies, which offer a

„Certificate of Participation― at the end of the course.

1B. What kind of education is required to find a job in EU project design

and implementation?

The management of European projects is a complex process which

http://www.adaf.ro/ro/cursuri.html

http://re-start.ro/cursuri/


__________________________________________________



requires experienced and trained experts. Based on practical know-how in

project management and their academic background, EU Project Managers

acquire the necessary skills to manage successfully projects that are co-funded

by the EU.

For those who are willing to work as an expert on EU funds management

and implementation, companies require the following:

university master‘s degree (preferably Economics, Management,

Law, Business or similar);

5+ years of relevant experience working with EU funds ‐ programme

management and/or implementation;

project management skills acquired after following a PM course

certified by ANC* (National Qualifications Authority);

At least 5 (five) years experience in implementation of EU-funded

projects; or other donors: World Bank, USAID, etc.;

Thorough knowledge of Phare, Structural Funds and other donor

agencies procedures, Project Management Cycle as well as of tender

procedures required under the Romanian law;

Previous exposure to media events, public acquisition procedures;

Excellent abilities to generate solutions and react promptly to a

variety of problems;

Excellent PC skills (MS Word, Excel, Power Point);

Active interests in project management topics and certifications (e.g.

PMP) is a plus;

Well-developed written and verbal communication in English.

Knowledge of another major European language - desirable.

*ANC (National Qualifications Authority) was formerly known as

CNFPA (National Council for Continuous Adult Education) is a

Romanian official government institution that is in charge with


__________________________________________________



certifying companies that organize trainings and certifications for

adult education.

These certifications cover a very wide range of jobs and competences,

including those related to project management and EU fund specialist.

This is the website of this ANC (available only in Romanian

language): http://www.cnfpa.ro/

1C. Is there a necessity to have obligatory certificate, training etc.

to become a project manager?

There is no official regulation or obligatory certificate or training in

Romania for people who are willing to work as Project Managers for EU

projects, but there is a big advantage for those who attend such courses and

obtain also a certificate, as most of the companies or institutions that hire

Project Managers for EU funded projects do require some formal education

(including diploma or certifications) for the candidates to these jobs

The experts who are willing to work as an EU Project Manager will be

responsible for the drafting and management of EU projects (e.g. mastering the

subcontracting rules, understanding the Grant Agreement, establishing financial

and partnership management rules and delivering financial and administrative

reports etc.).

In order to become a specialist, EU Project Managers are advised to

attend trainings organized my companies that are certified by ANC and

therefore they can offer a ANC certification at the end of the course. It is also a

plus if those that register to these trainings already have a university or master

degree and some previous work experience related to project organizations and

tasks.

The main goal of these trainings is to become proficient in project

management knowledge and skills acquired during certified trainings.

An effective project leader should have:

- a master's degree in Economics (or similar area);

- a certification issued by ANC after attending a course organised by a

http://www.cnfpa.ro/


__________________________________________________



specialised training provider;

A third option would be to appeal directly to the services of an

assessment centre, where people who have practical experience in project

management can conduct a Professional Competency Examination.

List of Certified Trainings related to EU funds:

1. EU Project Manager;

2. Public Procurement & EU Funds;

3. Expert in accessing European structural and cohesion funds;

4. Project Assessor.

Methodology

Trainings are conducted on the basis of training programs prepared upon the

analysis of the needs and expectations of the client and participants. Training

methods include lecture presentation complemented by active teaching

methods, such as group work, case studies, moderated discussions, asking

questions, individual work with documents and application forms.

The European Project Management course aims to provide participants

with the skills to enable them to effectively manage a European project. This

includes:

- manage contractual procedures with the European Commission;

- organize and plan the project work;

- manage the project partnership;

- monitor the project development and evaluate its outcomes;

- create and deliver project reports;

- manage the financial and administrative issues of the project.

Those who wish to acquire knowledge and skills related to the public

procurement process can attend the second training listed before. The course

syllabus includes:

- the rules for negotiating public procurement contracts;

- the legal framework on public procurement;

- concept design for the conduct of award procedures.


__________________________________________________



The „Expert in accessing European structural and cohesion funds― course

is structured on three modules. The first module incorporates the European

policies, the main types of European funds and details on the structural funds.

The second module includes the national strategic documents which set the

allocation framework of European funds, whilst the third one represents a

practical application on how to prepare a project draft.

The „Project Assessor― course is addressed to those who are willing to learn

how to provide objective data for the decision-making process in all the project

initiation and implementation phases.

Skills acquired:

- Increasing the capacity of performing project analysis;

- Improved performance in assessing projects by knowing the

specific steps and rules;

- Developing skills for the identification and application of

methods and assessment tools.

The enrolment fee for these trainings lies between 90-293 Euros. The

participation fee covers the participation in the training, training material, coffee

breaks, refreshments and lunches.

After attending these trainings, the participants will receive a

certification issued by ANC (National Qualifications Authority);


__________________________________________________



2. Introduction to national possibilities in external grants. (this part

will help future project managers to find employment possibilities

after the project.)

Between 2014 and 2020, the Romanian state will receive 42 billion

Euros from the EU, out of which 22 billion Euros will be allocated for the

cohesion policy.

Romania has 6 operational programmes:

1. POCU: The Romanian Operational Programme (OP) "Human

Capital"

This programme outlines the priorities and objectives to invest around

€5 billion (of which €4.3 billion from the EU budget) helping

Romanians, including youngsters, find a job, improve their education

and skills, reducing poverty and social exclusion, supporting better

social services and labour market institutions. Specific attention is

given to youth, Roma and rural population.

The programme has 7 priorities. Priorities 1 and 2 are dedicated to the

implementation of the Youth Guarantee in Romania. Priority 3, "Jobs for

all", has an EU allocation of €1.1 billion, and will support access to

employment, with a focus on unemployed and inactive people. Priority 4

aims to promote social inclusion and to fight poverty, whilst priority 5

supports local development under the responsibilities of the communities.

Priority 6, education and skills, will support the second chance education

for young NEETs. Priority 7 uses the remaining budget for technical

assistance to implement the programme.

2. POC: The Competitiveness Operational Programme

It will address the challenges stemming from the low support for research,

development and innovation (RDI) and the under-developed information

and communication technologies (ICT) services and infrastructure. By

investing €1.33 billion in these areas, POC aims to contribute to bolster the

competitiveness of the Romanian economy.

The Programme will focus on two main priorities:


__________________________________________________



A1. Research, development and innovation supporting economic

competitiveness and the development of businesses;

A2. Information and communication technologies for a competitive digital

economy.

3. POIM: Large Infrastructure Operational Programme

The programme aims at promoting sustainable economic growth as well as safe

and efficient use of natural resources by allocating €11.8 billion. It addresses

the development challenges identified at national level in terms of transport

infrastructure, sustainable urban transport, environment, energy and risk

prevention.

The Programme will focus on eight priorities:

-Improving mobility through the development of the TEN-T and the metro

network;

- The development of a multimodal, high-quality, sustainable and efficient

transport system;

- The development of environmental infrastructure based on an efficient

management of resources;

- Environmental protection by taking measures to preserve biodiversity, air

quality monitoring and de-contamination of historically contaminated sites;

- Promoting adaptation to climate change, risk prevention and management;

- Clean energy and energy efficiency in order to support a low carbon economy;

- Increased energy efficiency in centralised heating systems in selected cities;

- Intelligent and sustainable transport systems for electricity and natural gas.

4. POAT: Technical Assistance Operational Programme

The programme will provide horizontal support to the governance of all

European Structural and Investment (ESI) funds as well as specific technical

assistance to the OPs Large Infrastructures and Competitiveness. The general

objective is to strengthen the administrative capacity in the coordination,

management and control of the ESI Funds. The total budget is €0.21 billion.

The Programme will focus on three main priorities:

A1. Strengthening the capacity of beneficiaries to prepare and implement

projects financed from European Structural and Investment Funds and


__________________________________________________



dissemination of information on these funds;

A2. Supporting the coordination, management and control of European funds;

A3. Increasing efficiency of the human resources involved in the coordination,

management and control of European funds in Romania.

5. POR: The Regional Operational Programme (ROP)

The Programme aims at promoting smart sustainable and inclusive growth

in all regions in Romania making them more attractive places in which to

live and work (total budget allocated €8.25 billion).

The programme will focus on the following funding priorities:

-Supporting transfer of technology and innovation take up by SMEs in areas for

smart specialisation.

-Enhancing SMEs' competitiveness focusing on Romania's high-growth

economic sectors.

-Promoting the low-carbon economy through investments in energy efficiency

in buildings, public lighting and sustainable multimodal urban mobility.

-Supporting sustainable integrated urban development and regeneration of

deprived urban areas.

-Developing cultural heritage and tourism as drivers for local economic

development.

-Improving regional connectivity.

-Investing in health, social, and education and training infrastructure in support

of national reforms.

-Extending the registration of land tenure.

-Improving educational infrastructure.

-The geographical expansion of the system of property registration in cadastre


__________________________________________________



and land registry.

6. POCA: The Romanian Operational Programme "Administrative

Capacity"

The programme outlines the priorities and objectives to invest €0.65 billion to

help increase the responsiveness of Romania's public administration and

judicial system to the needs of economy and society. The programme has the

goal of improving the efficiency, the transparency and the accessibility of

Romania's public administration and judicial system. To attain this goal,

investment will address the following priorities:

-Strengthening the key functions of public administration (strategic planning,

programme budgeting, impact assessment, evaluation and monitoring,

simplifying legislation, public procurement, reducing the red tape) and

improving the administrative capacity to perform such functions, including

through the development of human resources.

-Improving the functioning of the judicial system, including for the

implementation of the new legal codes.

-Enhancing the decision-making in local public administration and judiciary, by

introducing common standards and practices and quality management systems,

with a view to improving the services provided to citizens and businesses.

-Setting up a preventive framework both in public administration and in the

judicial system to address ethics and integrity challenges.

2A. Please define possible programmes for the programming period 2014-

2020 in our country (national and transnational not included in the project

guidance)

Description of the programme should include at least:

Link to the programme website,

- Main goals and activities,

- Eligible partners and target groups


__________________________________________________



Apart from the programmes listed above, Romanians have access to:

1. The National Rural Development Programme (9.363 billion.

EUR). This programme uses grants from EU and the Romanian

Government to promote rural development across the nation.

NRDP supports the strategic development of the countryside through

the following objectives:

- Restructuring and increased viability of agricultural holdings;

- Sustainable management of natural resources and climate change;

- Diversification of economic activities, creating jobs, improving

infrastructure and services to increase the quality of life in rural areas.

The programme is addressed to professional organizations, economic and

social partners, NGO‘s and NNRD (National Network for Rural

Development) beneficiaries.

Website: http://www.pndr.ro/

2. European Maritime and Fisheries Fund (0.17 billion EUR). The

EMFF is the fund for the EU's maritime and fisheries policies for

2014-2020. The programme helps fishermen in the transition to

sustainable fishing, supports coastal communities in diversifying their

economies and finances projects that create new jobs and improve

quality of life along European coasts. The programme beneficiaries

can be economic and social partners, bodies representing the civil

society, including environmental institutions, non-governmental

organisations covering a broad range of themes.

Website: http://www.ampeste.ro/

3. Connecting Europe Facility (1.23 billion EUR). It supports road and

rail infrastructure projects. The main goals of the programme are to

create safer and less congested travel, as well as smoother and quicker

journeys.

Website: https://ec.europa.eu/inea/en/connecting-europe-facility/cef-

energy/projects-by-country/romania

4. Interreg V-A - Romania-Bulgaria (0.25 billion EUR).The

programme Interreg V-A Romania-Bulgaria aims to expand the area's

http://www.pndr.ro/

http://www.ampeste.ro/

https://ec.europa.eu/inea/en/connecting-europe-facility/cef-energy/projects-by-country/romania

https://ec.europa.eu/inea/en/connecting-europe-facility/cef-energy/projects-by-country/romania


__________________________________________________



horizons, to build concrete and measurable outcomes and to enable

the area to be a region to live, study, work, visit and invest in.

The programme will focus on the following five priorities:

- A well connected region;

- A green region;

- A safe region;

- A skilled and inclusive region;

- An efficient region.

Website: http://www.mdrap.ro/dezvoltare-regionala/-4970/-7572

5. Direct Payments in Agricultural Sector (10 billion Euros). The main

aim of direct payments is to support farmers' incomes. In return

farmers are obliged to undertake agricultural activity on their land and

to respect a number of standards concerning food safety,

environmental protection, animal welfare and the maintenance of land

in good environmental and agricultural condition. Direct payments

are administered through paying agencies appointed by national

authorities.

http://www.mdrap.ro/dezvoltare-regionala/-4970/-7572


__________________________________________________



Partner country: Bulgaria

1. In order to support project participants with the knowledge about the

future career in EU project design and implementation – please define:




1C. Is there a necessity to have obligatory certificate, training etc. to

become a project manager?

The management of European projects is a complex process which requires

experienced and trained experts. Based on practical know-how in project

management, EU Project Managers acquire the necessary skills to manage

successfully projects that are co-funded by the EU.

In Bulgaria a person who wants to become an expert in the development and

management of EU-funded projects has 3 possibilities to acquire knowledge

and practice, through:

- University education

- Training courses in Centres for Vocational Training

- Practical training in private companies engaged in the development

and management of European projects

University education

In order to take a job as an expert in "European programs and projects" in the

state administration documents proving specific educational qualification or

professional experience (minimum 5 years) are required. Some of economic

Universities in Bulgaria offer specific education (in English or Bulgarian)

related with the EU project management:

Bachelor and Master Programmes

Master of Public administration program prepare highly qualified specialists for

the needs of public administration in compliance with the on-going

administrative reform and membership in the European Union, applying the

standards of leading national and international universities.

To apply to Master in Public Administration degree, student must have


__________________________________________________



Bachelor degree in Economics or similar programs.

The course provides educational qualification degree and knowledge in the

areas of management, law, economics, and political science. It is focused on

developing skills and abilities to identify problems and proceed analysis of

trends in social processes of interaction with political structures, public and

media, to work in a team of efficient organization and to offer high level of

administrative services, change management in the public sector and others.

The accent is on self-development and studying leadership competencies to

become a successful organizational leader. The courses combine knowledge and

practical experience and provide the skills necessary to effectively lead people

in an ever-changing work environment and in cross-cultural setting.

The curriculum of the Leadership and Organizational Development program

focuses on the human side of organization and particularly on training in

organizational behaviour, leadership development, and personal growth. A

variety of management models and tools are used to develop a theoretical and

practical experience as: organizational strategy and design of organizational

structure; leadership styles and leadership development; emotional intelligence,

effective communication and team development; intercultural competence and

strategic human resources management.

Master of project management

The course of Master‘s degree in Project Management is designed to help

students to become professionals in project management of the whole process

from preparing and applying to project implementation and reporting.

Students are expected to plan activities and resources, prepare time-schedules

and budgets in order to achieve the project goals, manage the project

implementation, prepare technical and financial reports, launch invitations to

tenders, facilitate the further development of the administrative capacity for

project management in business structures, public administration and non-

governmental sector.

Eligible candidates to Master in Project Management must have a Bachelor

degree in Economics or similar programs, completed secondary education

recognized in EU.


__________________________________________________



The training is practically oriented towards design and realization of projects

through working with lecturers and representatives from various industries,

agencies and public bodies.

Successfully Graduated students get a Master in Project Management degree

and can work in project management departments in state and municipal

administration, in companies and non-governmental organizations.

Some universities in Bulgaria offering training for managing EU projects

University of National and World Economy

―D. A. Tsenov‖ Academy of Economics

University of Economics Varna

American University in Bulgaria

Management, Trade and Marketing College Sofia

European College of Economics and Management

International Business School

Courses in Centres for Vocational Training

Training is especially designed to provide project managers, administrators and

financial personnel with the skills needed to successfully develop and

implement European projects. After finishing the educational programme, the

trainees can find job as: Project Managers, Administrators, Research Managers,

Financial personnel, Coordinators or partners of EU-funded projects, Proposal

developers, Representatives of governing authorities.

Every student is trained, advised and coached on how to participate in the

upcoming calls based on the new EU programmes. The programmes are

designed for professionals looking for excellence in the EU project

development and proposal writing.

The training programmes develop competencies and skills for initiating and

implementing projects satisfying the highest quality criteria and understanding

stakeholder issues that enable high impact and sustainability. In the Centres for

Vocational Training trainees build a capacity of project leaders to put in

practice the most advanced methodologies for EU project management and

leadership from project idea to follow-up.

Focusing on new EU funding opportunities the Centres for Vocational Training

offer programmes that examine full project development process identifying


__________________________________________________



key variables for success at each stage, and providing irreplaceable insights into

best practices.

Indicative topics for training offered by vocational training centres associated

with the development and management of projects financed by EU funds.

life cycle of EU-funded projects

structure of EU institutions and EU programs

best practice how to integrate your project idea into EU funding

programs

EU Programmes 2014-2020

calls for proposals and related documentation

process for project application and success criteria

contract preparation to the project implementation

financial planning and reporting, preparation of audits

best practices in selecting and managing EU project partnership and

partner search

risk management in EU projects and best practice how to avoid risks

quality management in European projects

management of distributed teams and IT support

inter-cultural factors in European projects

After completing the course and passing the exam, trainees receive Professional

certificate for ―Expert in the development and management of EU-funded

projects‖

Practical training in private companies, engaged in the development and

management of European projects

The private companies in Bulgaria, dealing with development and management

of projects financed by European funds, provide an opportunity for

professionals with different educational qualifications to start work as "Expert in project management" through learning by practice.

Such private companies provides the new employee with detailed information

on how to develop and manage the project and how to make financial

statements. The company's experts provide technical assistance to the new

employee regarding the steps of project development and management and preparation of financial statements of the approved projects.

Practical assignments prepare the new employee for real life challenges:

preparing project proposals and managing EU project. Company‘s experts

review the assignments and provide feedback. As an added value, training is


__________________________________________________



based on participant‘s practical work on development of particular project

proposals under supervision of company's EU project management experts.

2. Introduction to national possibilities in external grants. (This part will

help future project managers to find employment possibilities after the

project.)



guidance)


- Link to the programme website,


- Eligible partners and target groups,


__________________________________________________



Operational Programmes

In Bulgaria

Operational Programme “Human Resources Development"

http://ophrd.government.bg/

The ESF in Bulgaria is looking to generate more jobs and inclusiveness while

reducing poverty, in order to reach its employment and social goals for 2020.

Bulgaria‘s Human Resources Development (HRD) operational programme

(OP) has two overall goals: boosting employment and reducing social

exclusion; and reducing poverty levels. The total ESF investment is over EUR 1

billion, including funding from the Youth Employment Initiative.

The OP has several broad priorities, including job creation, mobility and

education, as well as training.

Investment will focus on the following:

Employment will be boosted by projects targeting better access to

jobs and helping long-term unemployed and young people,

particularly those not in employment, education or training up to 29

years of age.

Improvements to public employment services will play a key role,

and more such services will be established.

Self-employment and the capacity to adapt quickly to change will be

encouraged. In addition, lifelong learning opportunities will be

offered to all groups and age levels.

Workers and jobseekers will thus receive help in obtaining new skills

and qualifications in order to improve their career opportunities.

Target groups:

Unemployed and economically inactive persons

Around EUR 286 million is dedicated to social inclusion measures. These will

target groups such as the young and older members of society, those with

disabilities, and minorities such as Roma. Social entrepreneurship and access to

vocational training will be promoted, as will better access to health and social

care services.

The OP will also fund improvements to public services that deal with

employment and social or health-related matters. Funding for transnational

exchanges of good practice will help to achieve this.

http://ophrd.government.bg/


__________________________________________________



Over the funding period, the OP is expected to boost the qualifications of some

100 000 people, give 28 000 jobseekers a work placement and help a further 17

000 young people with employment and training measures. Some 160 000

people will benefit from lifelong learning opportunities while several thousand

children, including those with disabilities, will get better access to health care.

Total OP budget: 1,092,248,077.00 €

Operational Programme “Innovation and Competitiveness” (OPIC)

http://www.opcompetitiveness.bg/

The Operational Program ―Innovations and Competitiveness‖ 2014-2020

(OPIC) is the basic program document on national level outlining the aid

envisaged for the Bulgarian business from the European structural and

investment funds for the period 2014-2020. The Program‘s main objective is the

achievement of dynamic and competitive economy through the development of

innovations, entrepreneurship, growth capacity of small and medium-sized

enterprises (SME), energy and resource efficiency of enterprises.

The total budget of OPIC amounts to € 1,39 billion, with financing from the

ERDF almost € 1,18 billion (85% of the budget ), and national cofinancing €

209 million (15% of the budget).

The resources of OPIC are divided in five priority axes:

Technological development and innovations – € 250 million from the

ERDF (21,24% of the budget);

Entrepreneurship and growth capacity of SMEs – € 593 million from

the ERDF (50,17% of the budget);

Energy and resource efficiency of enterprises – € 264 million from


Removing bottlenecks in security of gas supplies – € 38,2 million of


Technical Assistance – € 35,4 million of the ERDF (3% of the

budget). Support is envisaged within the framework of Priority axes

1, 2 and 3 in the form of financial instruments, such as guarantees for

bank loans and equity investments which amount to almost 25% of

the overall program resources.

The Program is mainly focused on SMEs. Under part of the measures supported

by OPIC, big enterprises shall be eligible beneficiaries too. Support is also

envisaged for clusters, technology transfer offices and technology centres,

Sofia-Tech Park, various agencies and government structures that provide

http://www.opcompetitiveness.bg/


__________________________________________________



services to the business. Priority axis 4 is designed to remove bottlenecks in

security of gas supplies.

The expected results from the implementation of OPIC include support of over

9000 enterprises by means of grant aid or financial instruments, mobilization of

over € 1 billion of private investments, increase of the share of innovative

enterprises, enhancement of SME‘s efficiency and contribution to the reduction

of the economy‘s energy consumption.

Operational Programme “Good Governance” (OPGG)

http://eufunds.bg/bg/pubs/8182

The Bulgarian Operational Programme "Good Governance" (OPGG) for the

implementation of the European Social Fund (ESF) in the period 2014-2020

outlines the priorities and objectives to invest nearly €336 million (of which

€286 million from the EU budget) to help modernise the public administration

and transparency of the judiciary in Bulgaria.

The programme has two overall goals:

Modernising Public Administration

Around €118 million are dedicated to reduce administrative and

regulatory burden on citizens and business. This programme is the

key funding instrument to support the improvement of the overall

transparency and accountability of civil service and the functioning of

public procurement systems.

The programme also focuses on e-government as an instrument to

enhance administrative processes and reduce costs. Improving

services will contribute significantly to social cohesion through

targeted measures aimed at increasing the digital competences of the

population and overcoming the digital divide. In addition to

horizontal e-government systems, particular attention will be paid to

implement sectorial systems such as e-procurement, e-health and e-

customs.

Improving the quality, independence and efficiency of the judiciary

•Another €30 million will fund measures to increase transparency and

accelerate judicial proceedings through structural, procedural and organisational

reforms in the judiciary; to improve the accessibility and the accountability of

the judiciary through the introduction of e-justice, and to extend the scope and

improve the quality of training in the judicial system.

A dedicated funding of €62 million will finance the horizontal

structures responsible for the management and implementation of the

http://eufunds.bg/bg/pubs/8182


__________________________________________________



European Structural and Investment Funds and the improvement of

beneficiaries' capacity, as well as the effective functioning of Unified

Management Information System.

Over the funding period, around 100 administrations will be supported to

introduce complex administrative service delivery and 144 administrations will

introduce quality management systems.

The programme is expected to train some 175 000 state administration

employees and 25 000 magistrates, court officials, officials of the investigating

authorities. 20 municipal services will be supported for standardization and

some 850 e-services will be developed at the level of transaction. Around 250

000 judicial cases are expected to be managed electronically.

Total OP budget: 335,919,605.00 €

OP Science and Education for Smart Growth

http://sf.mon.bg/

The Bulgarian Operational Programme "Science and Education for Smart

Growth" (SESG) for the implementation of the European Social Fund (ESF)

and the European Regional Development Fund (ERDF) in the period 2014-2020

outlines the priorities and objectives to invest over €673 million (of which €596

million from the EU budget) to help strengthen research and innovation, general

and higher education, and vocational training in Bulgaria. This is the only

Operational Programme in Bulgaria to be co-funded by both the ESF (nearly

€353 million) and the ERDF (over €243 million) in the period 2014-2020.

The programme has two overall goals: strengthening research and innovation

and enhancing education and social inclusion at all educational levels.

Investments will focus on the following priorities:

Up to €243 million will be invested in developing centres of

excellence and centres of competence, as hubs of high-quality

research and innovation in the areas defined in the Research and

Innovation Strategy for Smart Specialisation. Funding will be

dedicated to research infrastructure of regional and national

significance, as well as to support the specialisation of researchers

and their involvement in the European Research Area.

Investment in education (around €220 million) will aim at improving

key competences of students and children, including through

innovative teaching methods. It will promote the quality of higher

education with a view of obtaining better outcomes on the labour

market, as well as the modernisation of vocational education and life-

long learning. Significant focus is put on measures investing in the

qualifications of researchers, teachers, lecturers improving their

http://sf.mon.bg/


__________________________________________________



mobility and career opportunities.

A dedicated funding of €110 million will finance the integration of

children at risk of exclusion from education, on account of belonging

to marginalised ethnic groups or to groups with specific educational

needs. The programme will thus be a key instrument for reducing the

share of early school leavers.

Over the funding period, the programme is expected to create 11 new centres of

excellence and competence, support 20 regional laboratories and pilot centres

and involve over 1 500 researchers in activities under the programme. The

programme will give 1 500 schools and 160 000 students the opportunity to

develop specific knowledge, skills and competencies. Some 30 000 students

will receive scholarships while 850 students will be involved in mobility

programmes. Thousands of students will be included in practical training in real

work environment, including career guidance activities. Students and childcare

institutions for children with special educational needs will receive targeted

supported under the programme.

Total OP budget: 701,177,274.00 €

Operational programme “Transport and transport infrastructure”

http://www.optransport.bg/page.php?c=209

Main objectives

The Programme aims to developing the Trans European Network for Transport

(TEN-T) in Bulgaria and to make transport safer and more sustainable.

Construction of new infrastructure will stimulate the Bulgarian economy in

times of low growth. In the long-term, better transport connections will create

new business opportunities and lower the costs for transporting goods.

The Programme will focus on five main priorities:

TEN-T Railway infrastructure

TEN-T Road infrastructure (motorways)

Intermodal transport services and sustainable urban transport e.g.

Sofia metro.

Transport management systems and services

Technical assistance

Expected impacts

Modernisation/reconstruction of 190 km railway line

Construction of 62 km of motorway

Improved navigational conditions on the Danube

Increased transport safety (rail, water and air)

http://www.optransport.bg/page.php?c=209


__________________________________________________



Total OP budget: 1,887,587,260.00 €

Operational programme “Environment”

http://ope.moew.government.bg/bg/pages/programirane-2014-2020/18#1

Main objectives

OPE 2014-2020 will support the preservation and the protection of

environment, climate change adaptation and risk prevention and management in

the Republic of Bulgaria.

Funding priorities

Water

Waste

Natura 2000 and biodiversity

Flood and landslide risk prevention and management

Improvement of ambient air quality

Expected results/impacts

Additional 1.5 million people served by improved wastewater

treatment

Additional 200 thousand people served by improved water supply

285 thousand tonnes less waste going to landfills

1.3 million people benefitting from clearer air

4.4 million hectares of species and habitats in NATURA 2000 with

improved conservation status

2.8 million people benefiting from flood protection and reduced risk

of landslides

Total OP budget: 1,770,381,345.00 €

Operational programme “Regions in Growth”

http://www.bgregio.eu/novini/1269/operativna-programa-regioni-v-rastezh--

2014--2020-g--e-izpratena-za-ofitsialno-odobrenie-v-evropeyskata-komisiya-

na-17-11-2014-g.aspx

The support under OPRG 2014-2020 directly engages in tackling territorial

imbalances in the country, aiming at complementary effects for achieving

regional and urban development policy's objectives of the Republic of Bulgaria.

Funding priorities

http://ope.moew.government.bg/bg/pages/programirane-2014-2020/18#1

http://www.bgregio.eu/novini/1269/operativna-programa-regioni-v-rastezh--2014--2020-g--e-izpratena-za-ofitsialno-odobrenie-v-evropeyskata-komisiya-na-17-11-2014-g.aspx




__________________________________________________



39 urban centres (Level I, II and III cities) of Bulgaria are the main

target group of the Programme. The latter will focus on several main

priorities:

Sustainable urban development

Energy efficiency measures in public and residential buildings

Roads and integrated urban transport

Regional health, social and educational infrastructure

Regional tourism

Expected results/impacts

Improved quality of life and developed urban environment in medium

and large cities in Bulgaria through balanced territorial development

of 39 urban centres;

Supported public bodies and private enterprises through grants and

financial instruments for urban development, energy efficiency,

tourism and cultural heritage;

Developed ecological, multi-model, as well as sustainable urban

transport in centres of growth, reduced seasonability of Bulgarian

tourism;

Increase in population covered by improved health, social, cultural

and sport infrastructure;

Increase in share of modernized educational facilities;

Increase in share of social infrastructure for the on-going de-

institunalisation process in Bulgaria for children and elderly;

Enhanced regional mobility through connectivity to TEN-T nodes;

Total OP budget: 1,543,182,113.00 €

The Rural Development Programme (RDP)

http://prsr.government.bg/index.php/bg/sections/l2/101

Bulgaria's Rural Development Programme for 2014-2020 approved by

European Commission The Bulgarian Rural Development Programme (RDP)

was formally adopted by the European Commission on 26 May 2015, outlining

Bulgaria's priorities for using € 2.9 billion of public money that is available for

the period 2014-2020. Under the first objective of improved competitiveness

and balanced development of the country's agro-food and forestry sectors,

http://prsr.government.bg/index.php/bg/sections/l2/101


__________________________________________________



approximately 3 500 agriculture holdings and about 120 companies active in the

forestry sector are expected to receive investment support. More than 4 000

small farmers will receive support to develop their farms and 1 630 young

farmers will receive start up aid to launch their businesses. Under the second

objective of protection and sustainable management of ecosystems, efficient use

of natural resources and mitigation and adaptation to climate change, support

for conversion and maintenance of organic farming will cover about 46 000 ha

(out of which 23 000 ha will cover conversion to organic farming). Agro-

environment-climate measures will be implemented on 113 000 ha and 60 000

ha in designated Natura 2000 areas will benefit from compensatory support.

Under the third objective of socio-economic development of rural areas, more

than 4 200 jobs will be created through diversification and development of

small enterprises, and another 600 jobs via the implementation of local

development strategies. One third of the rural population will benefit from

improved infrastructure.

Objectives

competitiveness of agriculture;

sustainable management of natural resources, and climate action; •

balanced territorial development of rural areas

Priorities

Fostering knowledge transfer and innovation in agriculture, forestry, and rural

areas with a focus on the following areas:

Fostering innovation and the knowledge base in rural areas

Strengthening the links between agriculture and forestry and research

and innovation

Fostering lifelong learning and vocational training in the agricultural

and forestry sectors

Improving the competitiveness of all types of agriculture and enhancing farm

viability, with a focus on the following areas:

facilitating restructuring of farms facing major structural problems,

notably farms with a low degree of market participation, market-

oriented farms in particular sectors and farms in need of agricultural

diversification;

facilitating generational renewal in the agricultural sector

Promoting food chain organisation and risk management in agriculture, with a

focus on the following areas:

promotion in local markets and short supply circuits, producer groups


__________________________________________________



and inter-branch organisations;

better integrating primary producers into the food chain through

quality schemes, supporting farm risk management.

Restoring, preserving and enhancing ecosystems dependent on agriculture and

forestry, with a focus on the following areas:

restoring and preserving biodiversity, including in Natura 2000 areas

and high nature value farming, and the state of European landscapes;

improving water management;

improving soil management.

Promoting resource efficiency and supporting the shift towards a low carbon

and climate resilient economy in the agriculture, food and forestry sectors, with

a focus on the following areas:

increasing efficiency in water use by agriculture;

increasing efficiency in energy use in agriculture and food processing;

facilitating the supply and use of renewable sources of energy, of by-

products, wastes, residues and other non-food raw material for the

purposes of bio-economy;

reducing nitrous oxide and methane emissions from agriculture;

fostering carbon sequestration in agriculture and forestry.

Promoting social inclusion, poverty reduction and economic development in

rural areas, with a focus on the following areas:

facilitating diversification, creation of new small enterprises and job

creation;

fostering local development in rural areas;

enhancing accessibility to, use and quality of information and

communication technologies (ICT) in rural areas.

Total Programme budget: € 2.4 billion

Programme for Maritime Affairs and Fisheries (PMAF)

http://oprsr.government.bg/?page_id=4155

Priorities

Promoting sustainable and resource efficient fisheries and aquaculture,

including the associated processing:

Restructuring and modernization of the fishing fleet; Reconstruction

and modernization of fishing infrastructure;

http://oprsr.government.bg/?page_id=4155


__________________________________________________



Protection measures in accordance with Natura 2000 and the Marine

Strategy Framework Directive;

Provision of ecosystem services;

Activities for protection and restoration of biodiversity;

Increasing energy efficiency;

Production of biological and environmentally friendly aquaculture.

Promoting innovative, competitive and knowledge based fisheries and

aquaculture, including the associated processing:

Diversification of activities in/outside fishing;

Adding value to the products; Increasing the capacity of the sector to

submit applications under funding schemes aimed at supporting the

sector;

Lifelong learning;

Sustainable growth of aquaculture production;

Diversification of the bred species and the income of aquaculture

enterprises, and adding value to aquaculture products;

Support to partnerships with research organisations and development

of innovation in the sector.

Identifying and mapping the areas most suited for aquaculture;

Support provided to insurance of aquaculture reserves;

Access to financial engineering tools;

Creating producers‘ clusters;

Implementing regional, national and transnational promotional

campaigns;

Developing long-term production plans and production supply plans.

Promoting the implementation of the Common Fisheries Policy:

Data collection;

Control and law enforcement.

Increasing employment and territorial cohesion:

Support to community-driven local development.

Strengthening the implementation of the integrated maritime policy:

Supporting integrated maritime supervision;

Protection of the marine environment;

Improving the knowledge of the state of marine environment.

Interventions for mainstreaming the Environment Policy and the Climate

Change Policy


__________________________________________________



1. Necessary interventions for improved water management aimed at

achieving a better ecological status, greater efficiency of this resource, and

dealing with the consequences that climate change has on waters:

Implementation of a National Marine Strategy, a monitoring

programme on the state of the marine environment and a programme

of measures aimed at achieving a good state of the marine

environment.

Supporting the implementation of protection measures under the

Common Fisheries Policy and the Marine Strategy Framework

Directive;

Investments to limit the physical and biological impact of fishing on

ecosystems or the seabed, as well as to protect and restore marine

biological diversity and ecosystems within the frames of sustainable

fishing activities;

Supporting the transition to biological aquaculture production and

participation in the EU Eco-Management and Audit Schemes;

Supporting the collection, management and use of primary biological,

technical, ecological and social-economic data in the framework of

the Union‘s multiannual programme;

Supporting the implementation of the Union‘s control, inspection and

enforcement system; Improving the knowledge of the state of the

marine environment with a view of establishing the monitoring

programmes and the programmes of measures foreseen in the Marine

Strategy Framework Directive;

Investments to improve the infrastructure of fishing ports or

unloading piers, including investments in facilities for collection of

sea waste and waste generated by navigation;

- Investments in aquaculture: Extensive aquaculture, including

protection and improvement of the environment, biological

diversity and management of the landscape and the traditional

features of aquaculture zones; Improvements and upgrades

related to the health and humane treatment of animals, including

the purchase of farms‘ protection equipment against wild

predators; Limiting the adverse impact or increasing the positive

impact on the environment, and also improving resource

efficiency; Restoring the available artificial water basins or

pools, which are used for aquaculture production, by removing

sediments or undertaking possible measures aimed at preventing


__________________________________________________



sedimentation;

2. Necessary interventions for protection and restoration of biological

diversity, including NATURA 2000 network.

Development, including research, drafting, supervision and updating

of protection plans, and management of fishing related activities, with

regard to Natura 2000 and special protected areas and habitats;

Management, restoration and supervision of Natura 2000 sites;

Management, restoration and supervision of marine protected areas

with a view of implementing spatial protection measures;

Dissemination of knowledge about the environment which is related

to the protection and restoration of marine biological diversity;

- Environmental services ensured by aquaculture: Aquaculture

breeding methods which are compliant with the specific

environmental needs and are subject to specific management

requirements as a result of the identification of Natura 2000

zones; Expenses directly associated with participation in the

protection and reproduction of aquatic animals under

programmes for biodiversity protection and restoration, which

are developed by the public authorities or under their

supervision;

3. PMAF will also support measures related to the necessary interventions for

climate action: energy efficiency and renewable energy sources

Investment in equipment or on board vessels, which aims at reducing

polluter emissions of greenhouse gases and increasing the energy

efficiency of fishing vessels, including replacement and

modernization of main or auxiliary engines;

- Audits and energy efficiency schemes: Processing of fishing and

aquaculture products: Investments contributing to energy savings

or reduction of the adverse impact on the environment, including

waste treatment.

Total Programme budget: € 113 543 226

External grants

Cross-border and transnational co-operation

http://ec.europa.eu/regional_policy/index.cfm/en/atlas/programmes?search

=1&keywords=&periodId=3&countryCode=ALL&regionId=ALL&objecti

veId=13&tObjectiveId=ALL

http://ec.europa.eu/regional_policy/index.cfm/en/atlas/programmes?search=1&keywords=&periodId=3&countryCode=ALL&regionId=ALL&objectiveId=13&tObjectiveId=ALL




__________________________________________________



European Cross-Border cooperation (CBC) aims to tackle common

challenges identified jointly in the border regions and to exploit the untapped

growth potential in border areas, while enhancing the cooperation process for

the purpose of the overall harmonious development of the Union.

Cross-border cooperation programmes support NUTS III regions lying directly

on the borders, or adjacent to them. They are managed by joint structures,

situated in one of the countries, responsible for the whole programme.

In some border areas, cooperation still had to heal the scars of history and turn

recent ‗enemies‘ into ‗neighbours‘ to foster sustainable trust along many

borders, as a stepping stone towards more mature stages of cooperation ranging

from tackling common handicaps – especially risk prevention and emergency

response activities- to more integrated cooperation approaches aiming at

exploiting together untapped potential to boost economic development in often

peripheral regions.

In particular, the more integrated stages of Cross-border cooperation contribute

to a harmonious territorial development by retaining brains in the border areas

that would otherwise migrate to the economic and service-wise more attractive

national centres. This is achieved by enhancing the quality of life in the often

peripheral border regions, notably via investments in: innovation, health care,

education, employment, labour mobility.

The new 2014-2020 period will require each of the 60 programmes to be more

focused in terms of results and priorities, in line with the new reformed EU

Cohesion Policy. This should ensure maximum impact and even more effective

use of the investments.

For the last 25 years, the European Union has been investing in cross-border

cooperation through Interreg, a financing instrument for regional development

across borders. Although much progress has been made, difficulties remain in

many areas, such as: finding jobs; accessing healthcare; pension rights &

taxation; having qualifications recognized; overcoming cultural & language

differences; accessing public facilities

Although Interreg has been an important part in alleviating border obstacles and

enhancing a spirit of cooperation, Interreg funding is not the only answer. Many

of these obstacles call for changes in laws and/or administrative procedures.


__________________________________________________



More than 6000 Cross-border projects were supported in Europe's regions

between 2007-2013 - in EU Members and non-Member States alike. Most of

these have been centred around the EU's 38 internal borders and the citizens

who live there. Relatively small in budget, the projects have many concrete

outcomes: removing barriers to better security, transport, education, energy,

health care, training and job creation.

CBC programmes in Bulgaria: CBC Bulgaria-Turkey; CBC Bulgaria-

Macedonia; CBC Bulgaria-Greece; CBC Bulgaria-Serbia; CBC Bulgaria-

Romania

Transnational cooperation

Transnational cooperation, known as Interreg B, involves regions from several

countries of the EU forming bigger areas. It aims to promote better cooperation

and regional development within the Union by a joint approach to tackle

common issues. Interreg B supports a wide range of project investment related

to innovation, environment, accessibility, telecommunications, urban

development etc.


__________________________________________________



This allows meaningful work between regions from several EU Member States

on matters such as communication corridors, flood management, international

business and research linkages, and the development of more viable and

sustainable markets. Themes covered include:

Innovation, especially networks of universities, research institutions,

SMEs;

Environment, especially water resources, rivers, lakes, sea;

Accessibility, including telecommunications, and in particular the

completion of networks;

Sustainable urban development, especially polycentric development.


__________________________________________________



Partner country: Macedonia

3. In order to support project participants with the knowledge

about the future career in EU project design and implementation

– please define:




1C. Is there a necessity to have obligatory certificate, training etc.

to become a project manager?

Introduction

With decades the European Union provides different types of funds to help and

support the regions that stand behind with their modernization and

development. In order to fully use the benefits of IPA and Structural funds, the

countries applying for membership in the EU have to implement different

reforms and have to provide appropriate functional institutional and legislation

system, as well as appropriate administrative capacity which will be able to

successfully manage these funds.

Besides IPA and Structural Funds / Cohesion Fund, in the Union there are other

possibilities for receiving funding such as Framework programmes for research

and innovation, which are mostly aimed at small and medium enterprises

(SME) and nongovernmental organizations. The main idea of the EU is that in

the open global economy, the competitiveness can be found in the capacity of

the businesses to create highly qualitative products and services. Therefore,

moving towards innovativeness based growth starts with the EU response to

globalization.

Macedonia, as a candidate country for EU membership, should have enough

experience in managing EU funds so far, but in practice, it is not so and the

reasons for which Macedonia stands behind in using the available funds were

subject to many analysis made by different public, governmental and

nongovernmental organizations and institutions.

IPA Components

IPA (Instrument for Pre-Accession Agreement) was created with a decision of

the EU Council in 2006, while the decisions made for its implementation were


__________________________________________________



adopted with a decision of the European Commission in 2007. All the

previously available funds such as PHARE, ISPA, SAPARD, CARDS were put

under the same ―umbrella‖. This instrument was created as a predecessor of the

Structural Funds and the Cohesion Fund which exist within the Union and serve

as help to the potential candidates countries, in order for them to learn how to

manage this type of funds. IPA is composed of several components, such as:

I. Transition assistance and institution building;

II. Cross border cooperation (with member states of the EU and other

countries using IPA funds);

III. Regional development (provides support to transport, environmental

protection and infrastructure and to the competitiveness increase and

decrease of regional irregularities);

IV. Human resources development (strengthening human capital and fight

against exclusion);

V. Rural development (measures for rural development).

Components I and II are open to all countries from Western Balkan, while

components III, IV and V are open to candidate countries only. The IPA funds

were open to these countries in 2007. Government organs, other public

institutions, local self-governmental institutions, non-governmental

organizations and other legal subjects can be beneficiaries of these funds.

Eligibility to participate depends on the type of the call for proposals, under

which operational programme and to which component it belongs. It is

important to note that all the activities go through the government (Ministries,

especially competent agencies)because they are the direct link between IPA and

final beneficiaries.

As for Macedonia, the budget envisaged for the period 2007 – 2013 was 622.5

million Euros. Until 2009, the financing was going through the EU mission in

Skopje. In July and September 2009 the accreditation for decentralized

managing was given and a new department was established in the Ministry of

Finance, which manages all the activities related to tendering, contracting,

payments, accounting and bookkeeping and supervision of the project

implementation.

It is important to note that this is not the only institution that publishes calls for

tenders. They can be found on the internet websites of other ministries, such as

Ministry for labour and Social Policy, which is responsible for the component

―Human resource development‖, Ministry for local self-government, which is

responsible for cross-border cooperation programmes, etc.

Other EU Funds

Except IPA funds, Macedonia can also use other EU funds, such as FP7 and


__________________________________________________



CIP. The seventh framework programme (FP7) is aimed at research projects.

The budget for the period 2007 – 2013 for this programme was 50 billion

Euros. This programme provides finances for co-financing of research,

technological development and demonstration projects based on competitive

calls for proposals and independent assessment of each project separately.

There are four blocks under which calls for proposals are published:

Cooperation – between industry and academic world, Ideas – basic research

activity is supported, People – supports career development and mobility of

researchers and Capacities – developing capacities of Europe for development

of European society in knowledge based society. Also, there are six financing

schemes:

Collaborative Projects, Networks of Excellence, Coordination and Support

Actions, Individual Projects, and

Support for training and career development of researchers). Most of the

awarded projects are given to consortiums composed of several partners

(companies, faculties, research centres etc.) which are from the EU, but also

those from other parts of the world. The main idea behind this constitution of

the FP7 is that the opportunity and sharing innovative ideas and knowledge in

the research centres will make Europe develop into modern society based on

knowledge and science.

The Framework Programme for Competitiveness and Innovation (CIP) was

made for innovative goals and increase of competitiveness of the enterprises in

EU. It supported innovative activities (including eco-innovations), provided

better access to finance and enabled support to business services in the regions.

It also supported greater consumption and usage of ICT and helped in

development of the information society. The programme also promoted increase

of the usage of renewable sources of energy and energy efficiency. The total

budget of this programme for the previous period 2007 – 2013 was 3621

million Euros.

CIP had three main parts: Programme for entrepreneurship and innovation (EIP)

which was focused on development of small and middle enterprises, their

entrepreneurial spirit and new innovative products; Programme for Information

and Communication Technologies (ICTPSP) focused on development of ICT;

and Intelligent Energy Europe (IEE) which focus was finding sustainable new

energy solutions. This programme is now named Horizon 2020 for the period

2014-2020 and the total budget is 77.03 billion Euros.

Other foreign assistance

Besides EU funds, there are also other foreign funds available in Macedonia.

Those funds come from various EU and other countries as follows:

Bilateral donors International financial institutions


__________________________________________________



Austria

Great Britain

Germany

Greece

Italy

Japan

Norway

USA

Netherlands

Switzerland

Sweden

World Bank

EBRD

Available EU funding trainings

Many non-governmental organizations are offering trainings for EU funds

usage and filling EU application forms. One of the main providers for trainings

related to EU funding is TACSO – Technical Assistance to CSOs – a project

which is part of the mechanism of EU which provides support to CSOs in the

countries which are not members of EU. CSOs play an important role for EU

because they are considered as a key actor in providing support in the accession

process of their countries. TACSO‘s goal is to strengthen CSOs so that they can

actively participate in public debates and to have capacities to influence the

policy creation and decision making processes. When organizing such trainings,

TACSO has a practice to invite representatives from different organizations for

every training so that the trainings are attended by as many organizations as

possible.

However, usually CSOs representatives who attended the training rarely decide

to apply for EU funding, because it seems that the applications are difficult to

fill in and / or they lack experience in project proposal writing. That is how

many of the available EU funds in Macedonia are not used to maximum, since

there are not many applicants, or those who applied didn‘t follow the rules or

guidelines thus leading to rejection of the application.

Other nongovernmental organizations also offer trainings related to EU funding,

mostly based on projects and engaging experts from other European countries.

Project management became very popular in the last couple of decades,

especially within nongovernmental organizations, but also in state and public

http://www.sep.gov.mk/en/content/?id=78














__________________________________________________



institutions. Many organizations, institutions and even companies in the private

sector work on projects, which was not case in mid-nineties for example. Now

project management is one of the important knowledge and skill required by

employers. However, formal educational institutions, such as state or private

universities, do not have cycle of studies for project management, except as part

of other studies (such as Human resource management). Anyway, there are

numerous courses for project management offered, either in nongovernmental

organizations or private educational institutions and companies, where one can

get a certificate on project management after couple of trainings and practical

exercises. Employers do not require certificates for project management if an

employee wants to apply for such job. One can get a job on a position ―Project

manager‖ without having a specific certificate, but of course a University

degree is desirable, mostly of social sciences (or relevant experience in the

field).

Education and certification of project management

Educational background for Project managers is rarely relevant once they start

working with projects, since mainly they get experience from working on

projects directly. People usually join a nongovernmental organization (and

many of those work mostly on projects), at first usually as volunteers, thus

gaining experience with project management and implementation of different

types.

Regarding EU project management, there is a lack of educated and experienced

persons, so every possibility people get – they use it, once they decide that this

is the career path they want to follow.

As mentioned above, no formal educational institution – University, college –

offers project management studies. If a person wants to get education about

project management, it is possible at some faculties, but only as a part of other

studies. Other possibilities to get a certificate on project management is to

attend a training or course on project management, which mostly can be

obtained within different nongovernmental organizations, and also in some

private educational companies and institutions. Certificates obtained are valid

for the employers, but mostly employee‘s experience is something that prevails

when applying for a project management job.

There are also numerous on-line courses on project management that one can

decide to take, which can also bring them certification for their knowledge and

skills related to project management. Anyway, the most important is

experience, so those who get lucky to start working with projects, even if it is

only on a voluntary basis are more likely to get a job as project managers in the

future.

European representation offices in Macedonia usually require university degree


__________________________________________________



for potential employees for project management positions and relevant

experience in the field to which the project is related. Employees in the EU

representation offices in Macedonia are highly educated, experienced people

who worked with lots of projects in the period before applying for a position of

project managers or assistants.

Working with CSOs or private institutions with projects can bring one the

needed experience if one intends to start building career in project management,

especially in EU – related project management. The most important part of

gaining experience is understanding the EU legislation related to their available

funds, the application forms and how to fill them in and special attention must

be paid to the specific guidelines for certain projects and follow them.

2. Introduction to national possibilities in external grants. (this part will

help future project managers to find employment possibilities after the

project.)



guidance)


- Link to the programme website,


- Eligible partners and target groups,

The Instrument for pre-accession agreement (IPA), as part of the package for

external actions of the European Union will continue to function during the

period 2014 – 2020. The new Instrument is widely known as IPA II. The

process for setting the structure and principles of IPA II started in December

2010. The conference in Brussels symbolically marked the start of the

consultations for IPA II, after which there were wide consultations with

different stakeholders during 2011, 2012 and 2013. Based on those

consultations, the lessons learned and experience gained from, at that time,


__________________________________________________



current IPA, the basic documents were prepared and the general principles for

further usage of IPA II were defined. Draft Regulation for IPA II and the

working document for Implementation regulation are still negotiated within the

frames of the EU institutions. They foresee certain news which will influence

programming, establishing one overall strategic approach to pre-accession

assistance. Components are changed into ―policy areas‖ and sectorial approach

in managing assistance. The new Instrument aims at consistency of the action

and initiating closer cooperation between four Directorates general in the

European Commission in defining one common strategy for each country

separately. The complete coordination of IPA II is given to the Directorate

General for Enlargement, except the support to agriculture and rural

development, which stays in competence of the Directorate General for

agriculture and rural development. Unlike the previous IPA, the status of the

beneficiary countries will not influence the type and the intensity of the

interventions, including the approach to available funds for different policy

areas. It will be adapted to the needs and capacities of each respective

beneficiary. As well as other documents for external activities of the EU, IPA II

will be more result-oriented. It is needed to make sure that the pre-accession

assistance has a long-term influence, it will improve the situation in the

beneficiary countries and will support improvement in the accession process.

The results will be measured based on clearly set goals, and based on real

indicators for achievement measurement. Something new in IPA II is the

success element, which means additional finances for those countries which

will show good results, as well as bigger flexibility in reallocation of the

finances. Two documents are introduced for high – level planning, i.e. Common

Strategic Framework and National and Multi-beneficiary strategic documents.

This strategic approach will stress the importance of the needs analysis and

defining priorities for appropriate actions in advance. Preparation of these

documents requires active involvement of the beneficiary countries and closer

cooperation within the frames of the Directorate General for Enlargement, with

other three Directorates General responsible for IPA, with other line

Directorates General, with other participants in the process (including local self-

governments, social partners and civil society), as well as with other donors and

other participants (especially European Investment Bank, European Bank for

Reconstruction and Development, World Bank, Organization for economic

cooperation and development, Council of Europe and Council of Europe


__________________________________________________



Development Bank.

Common strategic framework

Common strategic framework of IPA is a new thing in the process. It follows

the example of the Structural funds and it represents a strategic document for

the whole IPA instrument (i.e. covers all areas and all countries). The aim of

this document is more successful adjustment of the financial support with the

enlargement policy of the Union. Additionally, the Framework sets criteria and

directions for allocation of the IPA funds, as well as for the planning and

programming of the IPA support in the most effective and most efficient way,

especially focused at:

- Priorities and time frame of the actions;

- Influence of the actions financed through IPA and their contribution to the

progress related to accession

- Setting up goals and following the achievement.

The Common strategic frame is a common task for all four Directorates General

included in the IPA processes with a leading coordination role of the

Directorate General for enlargement. Main contribution should be provided by

the subjects which deal with enlargement policy, as well as subjects which are

introduced to the situation in the beneficiary countries. This document will be

delivered to the member states for an opinion and the European Parliament shall

also express its attitude related to the document (first in context of increased

democratic control, additional and intensified forms of participation in the

phase of consultation in the legal procedure). Main sources of information used

are:

- Enlargement strategy;

- Europe 2020;

- Reform programmes in the sphere of employment and social issues of

the accession countries;

- Evaluation of the past support and lessons learned;


__________________________________________________



- The result from the working group of indicators;

- The result from the working group of sectorial approach

- Provisions of the IPA implementation regulation 2007-2013.

National and Multi-beneficiary documents

The National strategic documents will be a strategy of the Commission for

using the support in each IPA country, separated among the beneficiary

countries. They will be based on (and support) the appropriate strategy for

accession for each country where such exists. This document, more generally,

will explain the specific objectives, i.e. results, which shall be achieved. The

national strategic documents will replace the existing Multi-annual indicative

documents for planning and Strategic coherent frameworks of the Component 3

and Component 4. They will comprise everything in the description of the

actual situation in the different policy areas, focusing at the same time at the

selected areas and sectors to be intervened at. They will be supported by an

appropriate needs analysis of the beneficiary countries, such as, national

sectorial strategies and relevant regional strategies and plans, where such exist.

The national strategic documents will define priorities at the very beginning of

the seven-years period, related to the reforms that need to be done in the

beneficiary countries with the support from the European Union (according to

the defined relevant policies related to enlargement, including the Strategy for

Enlargement of EU). The documents will give directions for the volume of the

support that the Commission can provide, as well as for the type of planned

actions. Documents will be focused on the sectors, grouped around the policy

areas, for which the support is needed for the necessary administrative, political

and economic reforms. Therefore, they will set up the frame for multi-annual or

annual programmes, which will be entirely adjusted to such frame.

Directorate General for Enlargement, together with the appropriate delegations

of the EU and officials assigned for certain chapters will have a leading role in

preparation of the draft of the National Strategic Document, with active

participation from the beneficiary countries through wide consultations. The

department for multi-beneficiary support will be consulted, with an aim to

enable possible link from the contribution of the multi-beneficiary support. IPA

Directorates General will provide direct contribution, while other line

Directorates General shall be also involved in the process. Similarly the drafts

for Multi-beneficiary strategic document and the document for Territorial

cooperation will be prepared by the Department for multi-beneficiary support,

in consultation with the geographic directorates, interested delegations in the

European Union, the officials assigned for certain chapters, IPA Directorates

General, other relevant Directorates General and beneficiary countries.


__________________________________________________



Regulation for IPA II foresees that the National strategic documents will be

prepared by the Commission in partnership with the beneficiary country or with

the interested countries. With this aim, a formal process of consultations is

organized, accompanied by a non-formal process of consultations during the

preparation of the draft. It must be stressed that partnership includes

involvement of the competent regional and local institutions, economic-social

partners, civil society and other non-governmental actors. Beneficiary country

will be responsible for providing inclusive partnership in preparation of the

strategic documents and later during implementation and monitoring.

Main sources of information to be used are:

- Common strategic framework;

- Latest progress reports and enlargement strategies;

- Europe 2020;

- Programmes for reforms in the sphere of employment and social

issues in the accession countries;

- National sectorial strategies and analysis (existing in the beneficiary

countries implemented on national level if relevant, or implemented

by external partners such as the World bank);

- Strategy 2020 for South-East Europe and related strategies;

- Strategies of the active donors;

- Statistical data used in the progress reports (such as from the

Organization for Economic Cooperation and Development of

Eurostat).

Programmes

At the beginning the programming and implementation of IPA II for the policy

areas and sectors which at the moment are in Component 3 and Component 4

are transferred to the competence of the Directorate General for Enlargement. In

such case, the Directorate General for Employment and Directorate General for

regional policy will be actively involved in programming. They will continue

managing IPA II finances for certain areas in the beneficiary countries, after

they commonly decide that certain country has not improved enough to start

preparing basic needs for future use of the Structural funds. The conditions for

such agreement shall be defined in an appropriate contract between IPA

Directorates General. As for the Directorate General for Agriculture and Rural

Development, it will continue implementing the rural development programmes

in Turkey and Macedonia.

The programmes can be annual or multi-annual. The application of the multi-


__________________________________________________



annual programming (i.e. multi-annual budget planning of 3+4 years) will be

introduced to all the policy areas and a solution shall be adopted, especially in

the frames of indirect management (what in IPA 2007-2013 was called

decentralized management). The option of introducing multi-annual

programmes or multi-annual budget planning shall be considered especially for:

a) the rules of the Financial Regulation (possibility for obligatory automatic loss

of finances) and related application rules; b) possibility to enable transfer of

competence for decentralized management with the support.

Funding allocation 2014-2020 for Macedonia: € 664.2 million

The priority sectors for funding in this period are:

Democracy & governance Reforming the civil service (transparency, accountability, independence)

centrally and locally; promoting decentralization and local governance;

implementing key parts of the Ohrid peace agreement; improving economic

policy and public financial management; establishing democratic institutions;

creating a strong civil society able to contribute to public debate (e.g. on

democracy, human rights, social inclusion).

Rule of law & fundamental rights Judicial reform; fighting corruption more effectively; respecting human rights

(especially freedom of expression and of the media, and protecting minorities

(e.g. the Roma and the LGBTI community); improving border management and

implementation of visa, migration and asylum policies in line with EU law

(acquis); completing police reforms and boosting the fight against organized

crime.

Environment & climate action Creating a cleaner environment; promoting sustainable growth; shifting to a

low-carbon, climate-resilient and resource-efficient economy.

Transport Developing a modern, well-connected transport network to support

competitiveness and growth; making transport networks safer; improving

mobility in urban areas using green transport.

Competitiveness & innovation

Improving economic competitiveness; increasing productive investment,

foreign direct investment; diversifying exports; creating conditions for

sustainable economic growth and EU convergence; strengthening the business


__________________________________________________



framework (legal and institutional), including by implementing EU single

market law.

Social development

Supporting a more inclusive, effective labour market; increasing access to

quality education and training, to better match skills with employers‘ needs;

establishing a modern, flexible social welfare system with greater social

inclusion; strengthening professional organizations.

Agriculture & rural development Encouraging more balanced development in rural areas; improving food safety

standards; making the farming and food production sector more competitive.

Regional and territorial cooperation Encouraging good neighbourly relations; promoting socio-economic

development in border areas.

More information can be found on the following website:

http://ec.europa.eu/enlargement/instruments/overview/index_en.htm

Regarding open programmes and call for proposals, as mentioned above can

always be found on the website of the Technical Assistance for Civil Society

Organizations – TACSO:

http://www.tacso.org/eu-corner/eu-

calls/Archive.aspx?template_id=73&langTag=mk-MK&pageIndex=1

One of the open programmes of IPA is Western Balkan Youth Window

under Erasmus +. This programme is implemented through EACEA and it has

the following overall and specific objectives:

Overall Objective

Promote growth and strengthen democracy, civil society and social inclusion in

the Western Balkans, as well as young people‘s mutual understanding, sense of

solidarity and tolerance, by facilitating the integration and active participation

of young people in society.

Specific Objective

Promote youth non-formal education and youth work in the region by:

• 1. Supporting activities encouraging cooperation, networking and exchanges

of practices in the field of youth, such as seminars, conferences, workshops,

http://ec.europa.eu/enlargement/instruments/overview/index_en.htm

http://www.tacso.org/eu-corner/eu-calls/Archive.aspx?template_id=73&langTag=mk-MK&pageIndex=1

http://www.tacso.org/eu-corner/eu-calls/Archive.aspx?template_id=73&langTag=mk-MK&pageIndex=1


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meetings, training courses, study visits and job-shadowing, involving all

Western Balkan countries in a balanced way in order to develop competences

and skills that increase young peoples' employability or self-employment

prospects, foster their active participation in society and reinforce their mutual

understanding, sense of solidarity and tolerance;

• 2. Supporting Youth Exchanges and the participation of young people in the

European Voluntary Service (with a special attention paid to the involvement of

young people with fewer opportunities due to physical,

• 3. Supporting professional development activities for youth workers, that raise

the quality, the international dimension and recognition of their work;

• 4. Cooperation activities that foster networking between civil society

organizations, public authorities and institutions active in youth in all Western

Balkan countries to strengthen their capacities and to establish or reinforce their

cooperation with organizations with Erasmus+ programme countries.

Another open programme for Western Balkan countries and Turkey is EU

Integration Facility which overall objective is to assist the IPA II beneficiaries

in the overall development towards EU accession, by supporting the civil and

public administration and helping them to efficiently manage the pre-accession

funds and effectively manage the process of EU integration.

Improving economic governance and competitiveness

In the context of the EU enhanced approach to economic governance, the

Action contributes to stimulate innovation and competitiveness of the private

sector through assisting the beneficiaries in designing, implementing and

monitoring structural reforms, thus supporting transition into functioning

market economies. To complement structural reforms and ensure macro-

economic stability, the Action supports the Beneficiaries to improve their public

financial management systems and to strengthen fiscal sustainability, efficient

management and effective control of public resources, thus contributing to

enhance sustainability of economic growth.

Overall objective

Within the context of economic governance, contribute to enhancing the

competitiveness of the Western Balkan economies through the provision of

monitoring tools and assessments, support to prioritization of reforms and to

reform implementation.

Specific objectives

1. Support to economic competitiveness

Provide evidence for the governments' decision-making and the Commission

assessments in relation to the Economic Reform Programmes (ERPs), support

the beneficiary governments in the prioritization and drafting of the ERPs and


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enhance competitiveness of the beneficiary economies by supporting

implementation of reforms.

2. Support to facilitation of trade

Reduction and eventual removal of the most distortive non-tariff measures to

trade for a number of selected products.

3. Support to PFM

To support improved management of public finances, strengthened

accountability and transparency.

Furthermore, one of the news within the IPA II is the Multi country

financial assistance. The multi-country programme helps meet the targets

identified in the Country Strategy Papers, albeit through different means.

In line with the Multi-country Indicative Strategy Paper 2014-20 , the

programme provides assistance through 4 multi-country channels that

provide a viable complement to national assistance:

A) Horizontal support

Technical assistance, information and training for authorities in IPA II

beneficiaries, through the TAIEX instrument and in the form of twinning.

This makes available the know-how of EU and international organizations and

best practices, including for evidence-based policy making (statistical

cooperation), thereby helping improve the formulation and implementation of

national sector policies and the related reform strategies. And it provides

support across the region to strengthen civil society and ensure free and

independent media, as well as building capacity and promoting mobility in

higher education and for young people, by contributing to the Erasmus+

Programme.

B) Regional structures & networks

Promotes regional cooperation, networking and sharing of best practice to

help IPA II beneficiaries prepare for EU membership, align their national

legislation with EU law (acquis) and gradually adapt to EU standards and

practices.

Support in this strand will target initiatives like:

http://ec.europa.eu/enlargement/tenders/twinning/index_en.htm

http://tacso.org/


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Regional Cooperation Council (RCC)

Regional School for Public Administration (ReSPA)

the Prosecutors' Network

International Law Enforcement Coordination Units

(ILECUs)

Environment & Climate Regional Accession Network

(ECRAN)

South-East Europe Transport Observatory (SEETO)

Energy Community

Central European Free Trade Agreement (CEFTA)

Regional Rural Development Standing Working Group

(SWG)

Education & Employment Platforms.

C) Regional investment support

Targeting projects with a clear regional dimension that help socio-economic

development in more than one IPA II beneficiary and address in particular

investment needs related to:

competitiveness of business

connectivity between beneficiaries and EU countries

environmental protection & climate change

mitigation/adaptation.

The main instruments providing such support are:

Western Balkans Investment Framework

Green for Growth Fund

http://www.rcc.int/

http://www.respaweb.eu/

http://www.cilc.nl/project/international-cooperation-in-criminal-justice-the-prosecutors-network-of-the-western-balkans/

http://www.incompass-intl.com/downloads/1569%5E

http://www.incompass-intl.com/downloads/1569%5E

http://www.ecranetwork.org/

http://www.ecranetwork.org/

http://www.seetoint.org/

https://www.energy-community.org/portal/page/portal/ENC_HOME

http://www.cefta.int/

http://seerural.org/featured/regional-rural-development-standing-working-group-swg-of-south-eastern-europe-2/

http://seerural.org/featured/regional-rural-development-standing-working-group-swg-of-south-eastern-europe-2/

http://www.wbif.eu/

http://www.ggf.lu/


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Western Balkan Enterprise Development and Innovation

Facility

European Fund for Southeast Europe

Regional Housing Programme.

D) Territorial cooperation

Promoting good neighbourly relations between, and local development in

border regions – through cross-border programmes within the region and

countries already in the EU, as well as transnational cooperation programmes

and related macro-regional programmes (EU strategies for the Danube region

and for the Adriatic-Ionian region).

Other sources of information

o European Union

Tenders / Calls for proposals

Directorate-General for Regional & Urban Policy

Directorate-General for Employment, Social Affairs & Inclusion

Directorate-General for Agriculture & Rural Development

Directorate-General for Economic & Financial Affairs

Directorate-General for Internal Market, Industry, Entrepreneurship & SMEs

o International Financial Institutions

European Investment Bank & European Investment Fund (EIB Group)

European Bank for Reconstruction & Development (EBRD)

Council of Europe Development Bank (CEB)

World Bank Group

http://www.eif.org/what_we_do/resources/wbedif/

http://www.eif.org/what_we_do/resources/wbedif/

http://www.efse.lu/

http://www.regionalhousingprogramme.org/22/about-international-stakeholders.html

http://www.danube-region.eu/

http://www.adriatic-ionian.eu/

http://ec.europa.eu/enlargement/tenders/tenders/index_en.htm

http://ec.europa.eu/regional_policy/thefunds/ipa/crossborder_en.cfm

http://ec.europa.eu/esf/main.jsp?catId=32&langId=en

http://ec.europa.eu/agriculture/enlargement/index_en.htm

http://ec.europa.eu/dgs/economy_finance/index_en.htm

http://ec.europa.eu/growth/

http://www.eib.org/

http://www.ebrd.com/pages/country/albania.shtml

http://www.eib.org/projects/regions/enlargement/the-western-balkans/index.htm

http://www.worldbank.org/


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GOOD LUCK WITH YOUR FUTURE PROJECTS!:)


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List of references:

EU funds for education – how to develop the development

programms for schools in order to have effective, friendly and

modern education, The Ministry of National Education, 2009.

K. Olejniczak, M. Kozak, S. Bienias „Evaluation the effects of

regional interventions – a look beyond current Structural Funds‘

practice, 2012

P. Stronkowski, EU funds for education – ABC of indicators in

educational projects. Handbook for the project preparation and

evaluation, The Ministry of National Education 2010

David I. Cleland, Roland Gareis, Global Project Management

Handbook. "Chapter 1: "The evolution of project management",

McGraw-Hill Professional, 2006.

Martin Stevens, Project Management Pathways, Association for

Project Management, APM Publishing Limited, 2002

Michał Trocki, Bartosz Grucza, Krzysztof Ogonek, Projects

management, 2003

J. Miodek, M, Maziarz, T. Piekot, M. Poprawa, G. Zarzeczny,

How to write about European Funds? The Ministry of Regional

development, 2010

J. Osuch, P. Pawlak, D. Sowińska-Milewska, Transnational

cooperation projects – manual for beneficiaries, The National

Supporting Institution (NSI) for the Operational Programme

Human Capital, 2009

K. Lipka-Szostak, D. Sowińska-Milewska, Ingafor Poland sp. z

o. o., Overview of inspiring ideas for the gender equality within

ESF projects – manual, The Ministry of Regional Development,

2010,

A. Jawor - Joniewicz, J. Kornecki, J. Wiktorowicz, Catalogue of

the good practices in relations to active ageing in selected

countries of European Union – case studies, 2013

How the project is being developed? From the idea to the

implementation, edited by A. Kowalczyk, W. Walasek,

Foundation for the Development of the Education System, 2011

Project management, edited by M. Trocki, B. Grucza, Polish

Economic Publishing House, 2007

https://en.wikipedia.org/wiki/David_I._Cleland


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How to promote projects finnanced from European Social Fund –

guide, edited by J. Ostrowski, D. Prędkopowicz, The Ministry of

Regional Development, 2009

Project Management Manual – with regard to European Social

Fund, Ministry of Regional Development of Poland, edited by M.

Bonikowska, B. Grucza, M. Majewski, M. Małek 2006

Europe 2020, A strategy for smart, sustainable and inclusive

growth, European Commission, 2010

Tackling the gender pay gap in the European Union, European

Commission, 2014

The PMI (2013a) Pulse of the Profession, The Benefits of

Tailoring: Making a Project Management Methodology Fit, 2014

Project Management Institute, Inc.

A guide to the project management body of knowledge, 5th

eddition, PMI Standards Committee, Project Management

Institute 2013

New EU financial perspective 2014-2020 – the basic changes,

Agricultural Advisory Centre in Cracow, 2013

Lifelong Learning Programme (LLP) Guide 2013, European

Commission

Partnership Learning Manual, Community of practice on

partnership in ESF, 2012

Strategy for equality between women and men 2010-2015,

European Commission, 2010

Gender equality in projects financed from the Development of

Eastern Poland Fund, 2010

Financial management toolkit for recipients of EU funds for

external actions, European Commission 2010

Handbook on Planning, Monitoring and Evaluating for

Development Results, UNDP, 2009

Review of the EU Sustainable Development Strategy -

Presidency Report, EC 16818/09, 2009

Practical manual for implementing EC grants, Technical

Assistance for Civil Society Organisations Kosovo Office, 2009


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Practical manual for implementing EC grants – financial related

issues, Technical Assistance for Civil Society Organisations

Kosovo Office, 2009

Programme/project management: The results-based Approach,

May 2008, International Committee of the Red Cross

Gender Meanstreaming, Equal, 2004

Free Movement of Good Ideas Working against discrimination

and inequality in Europe, Equal, 2004

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European Social Fund in Poland, Human Capital Operational

Programme 2007–2013, guidebook

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border cooperation, guide

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Growth Priorities, European Commission,

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Programming of the 2014–2020 financial perspective

https://www.google.pl/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0CCQQFjAA&url=https%3A%2F%2Fwww.icrc.org%2F&ei=z7uTVZvfFoHgUsHNgcAL&usg=AFQjCNHyEv5qxgnKvewlQh4WQXKC_VyeLg&bvm=bv.96952980,d.d24


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Financially supported by:

CIP - Каталогизација во публикација Национална и универзитетска библиотека "Св. Климент Охридски", Скопје 005.8(036) GUIDANCE for drafting project applications / [authors Magda Mankowska ... и др.]. - Skopje : Training center C.E.S., 2015. - 173 стр. : илустр. ; 25 см Публикацијата е во рамките на проектот: "Taking the road to employment - developing new skills and knowledge for unemployed persons under the program Erasmus +, Agreement 2014-1-MK01-KA204-000246". - Автори: Magda Mankowska, Daniela Trpevska, Vasil Bojinov, Claudiu Bulaceanu ISBN 978-608-65851-1-2 1. Mankowska, Magda [автор] а) Управување со проекти - Водичи COBISS.MK-ID 99813130

GUIDANCE FOR DRAFTING PROJECT APPLICATIONS

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